MART May 2014

www.martonline.in 1May 2014

Volume 10 Issue 11 May 2014 Pages 52 `100

Lamborghini saves €150K a year with Renishaw Tool Breakage Detection Systems

• Automobile Industry R&D: Quality and Productivity Improvement Using VSM

• Fine Machining: Lean Approach

• Meet your 21st Century Learner

• 9 Books Every Entrepreneur Should Read

• The Manufacturing of Aircraft Engine Components using ECM / PECM

www.martonline.in2 May 2014


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Is India back on business? The recent developments in the stock market show that foreign fund managers are showing their increasing interest in India, and we are slowly emerging as the favorite amongst the BRIC countries. Bombay Stock Market crossed its highest of 24000 mark and rupee getting stronger and coming back to 50’s range, was the immediate response of the different exit polls for the Parliament Elections, predicting a clear majority to the NDA alliance led by Narendra Modi. There is no doubt that a stable government can bring a lot of developments to the growth of our economy. Comparing the GDP growth within the BRIC countries, during last year, we are behind China achieving 4.8%. China is impressively growing at 7.7%, while Brazil struggling at 2.2% whereas Russia is at 1.2%. But if we consider the currencies, from 2007-2008 Rupee fallen the most around 51.4%, from the range of 40 to 60 against US Dollar. During 28th August 2013 we witnessed Rupee going down to 68.83 and with the expectation of a stable guard change at the centre, the Rupee is gaining back and has reached 59.67, on 13th May 2014. During the same period of last six years, Brazil Real fallen to 24.3% and Russian Ruble fallen to 42.7%. On the contrary RMB strengthened 15% against USD, showing the economic stability that China has achieved during these worse conditions. If India can create a stable economic friendly atmosphere, we can trigger the industrial growth thereby gaining the confidence of global investors.

This is for the first time, barring all reservations, except a few, a lot of entrepreneurs from the SME industry openly endorsed Modi and NDA alliance. That was the impression the outgoing government created with its economic policies and people just looked for a change. The coming days are not going to be easy for the new government. In one of his recent columns in TOI, Jug Suraiya was mentioning about how white lies became part of our daily life. To please a boss at the workplace or a relative at home, we often support their preference even if we don’t agree with them. It’s not considered harmful, but it’s not the truth! He compared it with the Election Manifestos of political parties, what they promise is to just please us! The mandate India awarded to the new leadership is very much responsible to prove the white lies, and take immediate steps to revive the economy, inflation and give a growth oriented life to each and every citizen of this country. The strengthening of manufacturing sector along with agriculture is need of the hour, and we wish all the best to the new team to come up to the expectations of Mother India.

One of the major back bone of Indian manufacturing is its automobile sector and auto component manufactures plays a significant role. Within the last two decades Indian auto component industry had grown to be a global supplier to the major automobile OEM’s. Even when Indian economy was bleeding and recorded one of the worst car sales the last financial year, it’s the global business keep the manufacturing industry going. Roselinlal gives a detailed report about the current auto component manufacturing sector in India this issue. Reducing wastage as well and reducing the errors from the design, R&D not only saves a lot of money, but can provide the best product to the customers. In his quality management column “Automobile Industry R&D: Quality and Productivity Improvement Using VSM”, our editorial advisory board member and country’s lead quality expert Saravjit Singh pens down proper guidance on this subject. Along with two feature articles on Fine Machining we have featured our regular columns, as well as an interview with Rajesh C Suttatti, Managing Director of Sumax Enterprises Pvt Ltd one of the leading auto component manufacture from Pune.

It’s your feedback that has always helped us to bring back a better edition of MART every month. Looking forward your continued support and patronage. Signing Off,


Saravjit Singh Manoj Kabre P S SatishA S Shetty LD Bhakre Siji Nair Sandeep HingneJ R Mahajan

Edited, Printed, Published and Owned by Hari Shanker A G and Printed by him at Lotus Printers Private Limited, No:32/25, 2nd Main Road, Sir M V Industrial Town, WOC Road, Bangalore – 560 044 and Published from No: 217, 3B Main, OMBR Layout, Bangalore – 560 043. Industrial Business Mart is a monthly journal published from Bangalore. Views and opinions expressed in the journal are not necessarily those of the Publishers. RNI No: KARENG/2004/13614

Industrial Business Mart reserves the right to use the information published here in any manner whatsoever. While every effort has been made to ensure the accuracy of the information published in this edition, neither the Publisher no any of its employees accept any responsibilities for any errors or omissions. © All Rights Reserved

Volume 10 Issue 11 May 2014

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Columns

16Over Drive: Automobile Component Manufacturing In India

MART Feature

Modular high-tech solutions for automotive workpieces

30

12

28

8Automobile Industry R&D: Quality and Productivity Improvement Using VSM

9 Books Every Entrepreneur Should Read

Journey Towards ExcellenceP S Satish

Fine Machining: Lean Approach22

On Face20

Our Journey of Fine Machining26

Tomas Tungus

32 Meet your 21st Century Learner

Pavan Sriram


Edited, Printed, Published and Owned by Hari Shanker A G and Printed by him at Lotus Printers Private Limited, No:32/25, 2nd Main Road, Sir M V Industrial Town, WOC Road, Bangalore – 560 044 and Published from No: 217, 3B Main, OMBR Layout, Bangalore – 560 043. Industrial Business Mart is a monthly journal published from Bangalore. Views and opinions expressed in the journal are not necessarily those of the Publishers. RNI No: KARENG/2004/13614

Industrial Business Mart reserves the right to use the information published here in any manner whatsoever. While every effort has been made to ensure the accuracy of the information published in this edition, neither the Publisher no any of its employees accept any responsibilities for any errors or omissions. © All Rights Reserved

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Feature Article

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The Manufacturing of Aircraft Engine Components

using ECM / PECM

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Success Story34

A wide range of design possibilities now available with Igus motion products

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Case Study18


AUTOMOTIVE

Saravjit Singh

[email protected] Industry R&D: Quality and Productivity Improvement Using VSM

Toyota consistently achieves dramatic improvements in quality and productivity in new product development. This is attributed to their use of Value Stream Mapping (VSM) for development. Other vehicle OEMs are also now using VSM to weed out waste and defects in new product development.

A modern car has about 15,000 to 20,000 individual parts. It is designed to deliver high performance and minimum critical failure within its designed useful life (usually ten years). Customer now expects, and gets the best value, when she buys a new car.

Sometimes design, manufacturing or assembly defects escape and a new car owner get a potentially unsafe vehicle. This is where vehicle recalls come in.

The Society of Indian Automobile Manufacturers (SIAM) introduced the Voluntary Code on Vehicle Recall effective from July 1, 2012. The onus is on the manufacturer to recall a defective vehicle.

SIAM’s Code addresses potential issues that do not meet safety requirements due to a manufacturing defect and suggests subsequent remedial actions. All vehicles are covered for recall for seven years from date of first sale.

This is how the code works. Defective vehicles are rectified free of charge by the manufacturer through its dealers. The responsibility for the defective component rests with the vehicle manufacturer and not with the component supplier.

Examples of safety-related defects as given by SIAM are:

1. Steering failure that cause complete loss of vehicle control.

2. Braking system defects that cause significant loss of braking function.

3. Faults in fuel system related components that result in fuel leakage or unintended acceleration.

4. Cracked or broken wheels that result in loss of vehicle control.

5. Failure in seating system that expose occupants to immediate danger.

6. Wiring system defects that cause loss of complete lighting.

Some recent car recalls in India are those as given in Table 1.

Some background: A vehicle manufacture is also known as Original Equipment Manufacturers (OEM). Today, an OEM’s key tier 1 suppliers are classified as strategic suppliers. Tier 1 suppliers may

Table 1: Some Recent Car Recalls in India


be entrusted with design and production of complete assemblies. Tier 1 suppliers are responsible for ensuring the quality of material supplied by their tier 2 and tier 3 suppliers.

When going through Table 1, we see that most car recalls can be be attributed to design defects in components obtained from tier 1 suppliers. Tavera recalls may be attributed to GM India’s own design specifications and cost considerations when buying readily available Diesel engine froma tier 1 supplier.

Over Sixty percent of components of a car are bought-out items. This is ok, provided design defects are identified and eliminated as early and possible, and not passed on to the customer. A defect that is passed on to the customer may cost 10,000 times more than if the same defect is detected and rectified during initial product design stage.

ISO/TS 16949:2009 is a quality management system for the design and development, production, installation and service of automotive-related products. ISO/TS 16949:2009 and its tools can be applied throughout the automotive supply chain to give the best possible vehicle solution to the customer.

To sell components to OEMs, it is necessary for suppliers to get ISO/TS 16949:2009 certification. And, they must use Production Part Approval Process (PPAP) and Advanced Product Quality Planning and Control Plan Process (APQP).

Arguably, the best Design and Development process for OEMs and their suppliers is Concurrent Engineering based APQP. APQP was discussed in my article “Advanced Product Quality Planning and Control Plan (APQP)”, published in May, 2012,

issue of MART.

For your ready reference, I am showing in Figure 2 the five stage APQP end-to-end process.

Cross-functional team based Concurrent engineering saves time, money and promotes early detection and correction of errors and defects in R&D. As seen in Figure 1, work is done concurrently. For example,

even while Plan and Define Program is in progress, Product Design and Development has already begun. In traditional sequential engineering, both these processes are carried out sequentially – when one ends only then the other starts.

APQP uses lean manufacturing; an adaptation of the Toyota Production System. Lean manufacturing, also known as lean thinking, is the best way to effectively give the sophisticated car buyer the quality she wants at the right time and price.

The objective of lean thinking is to continually reduce all forms of waste in work processes and activities therein. This enables us to keep improving quality and give zero defect products. Lean practitioners believe that processes, and not people, are at fault when errors occur.

Lean thinking is now applied to all aspects of business, including R&D. Lean thinking can be continuously improved by using Value Stream Mapping (VSM) to achieve unmatched results.

Be someone who judges no one – Dr. Wayne W Dyer

VSM philosophy: Do not to point fingers at process workers (designers in R&D) when something goes wrong. Instead, corrects poor work processes.

Figure 2: APQP Process for New Product Development

Table 2: Eight Wastes in Design and Development


Figure 2: APQP Mapped as a Value Stream

Problems lie in complicated and cumbersome work processes that are used to create and deliver products and services. Components that failed and caused car recalls could have been built right if waste-free APQP and PPAP processes were established at the supplier end, preferably with the help of concerned OEM.

In this article, I will briefly cover the fundamentals of VSM, with particular reference to APQP. In our next issue, I will cover, step by step, the methodology to do Current State VSM. And, in the subsequent issue, I will discuss creation of the Future State VSM and implementation strategy.

The objective of VSM is to record the current as-is processes being followed in R&D. This helps to identify all waste in the activities being performed. The process is then redesigned by removing undesirable wastes, as shown in Table 2.

What is a process? A process is a related group of activities that together create an output that is of value to a customer.A process is customer-centric and its objective to achieve some

Figure 5: Ways to reduce Lead Time

pre-defined goal.

When reviewing a process in VSM, we understand WHY we are doing it and WHAT outputs the end customer requires. This helps to define the kind of inputs that are needed to achieve our goal.

Development processes must collectively ensure the following:

1. Defect-free delivery: Giving exactly what the target customer needs.

2. No waste in the system: Waste costs money, consumes resources and increases product development time.

Removing waste is the best way to improve productivity. Table 2 shows the eight types of waste in R&D.

3. Immediate response to problems: Use the right problem solving processes. These processes include Cause and Effect Diagram, Why-Why Analysis, DFMEA, PFMEA, DFMA, Design of Experiments,

and Reliability Engineering. A full time cross-functional team in APQP helps detect problems at the very earliest.

Once you have established a defined design and development process, the next step is to improve R&D productivity. In a creative environment, where you do projects of varying

difficulty, how do we measure productivity and performance of R&D work?

Defining Productivity: Productivity is defined as the effective and efficient use of all resources. Resources include people, time, knowledge, information, finance, equipment, space, energy, and materials.

Process Productivity = Process Time ÷ Lead Time

Here,

Lead Time = Process Time +


Delays + Waste

Process Time (PT) : This is what adds value to the customer. PT is the time taken to actually perform the work, if one is able to work on it uninterrupted. PT includes task-specific doing, talking, and thinking. PT also includes essential non-value adding activities; one time testing, consultation and meetings to reduce risk, and mandatory regulatory checks. More than one cycle of testing or having to rebuild prototype is considered to be a waste. Emphasis is on first-time right.

Lead Time (LT) : This is the elapsed time from when the work is made available till it is completed and handed over to the next process. LT includes process time as well as all in-process waiting and delays and other non-value added.

Waiting / Delays include:

1. Waiting Time: Work passed on to the process worker but not yet attended. For example, the test engineer receives part for doing test. He is doing something else and so does not attend to this new request straightaway.

2. In-process Waiting: This includes delays such as non-availability of equipment/ people, rework (iterations) and re-tests. It also includes follow up to expedite work.

The best way to improve productivity is to reduce undesired waste in a process. This is shown in Figure 5.

Productivity is defined as doing more in the same time or by reducing development lead-time. 50 to 60% reduction in lead-time is achievable by analyzing the current state VSM and then creating future state VSM with minimized waiting and delays.

Productivity is customer specific. Everything that adds value to the customer is productive. Non-value adding activities are of two types: required non-value added and un-necessary non-value added (waste). We minimize or automate required non-value adding activities, such as verification of design, and eliminate un-necessary non-value added which is neither required by the customer nor by the company. Companies like BMW and Toyota, especially for its Lexus range, go further. They maximize and do more of what adds value to the customer.

To manage our resources and design the right development processes, we must:

1. Understand exactly what needs to be done to meet customer needs. 2. Clearly identify the work to be done. 3. Define and implement methods to complete all required activities. 4. Establish time required to complete each routine activity. Standardize activities such as: a. Assigning work b. Design review process c. Placing orders on vendors d. Holding meetings (stand-up meetings at work stations are ideal) 5. Determine and provide resources needed to meet the plan. 6. Constantly monitor what is actually happening against the plan. Treat major works as individual projects. 7. Identify variances and take relevant corrective actions.

The author Saravjit Singh a lead expert in Quality Management is the CEO of 10xquality.org. He can be contacted at [email protected]

www.martonline.in 17April 2014


AUTOMOTIVE

Modular high-tech solutions for Automotive Workpieces

DMG MORI accelerates international automobile commitment with specialised high-tech machines for engine and vehicle components.

In spite of differences in detail, many workpieces which require machining in the automobile industry are similar – at least as far as dimensions and manufacturing requirements are concerned. In the context of the trend towards standardisation and configurability of machining systems in the automobile industry, this opens up highly encouraging prospects for metal-cutting machine tools. This applies particularly to DMG MORI as the world’s largest manufacturer with

its comprehensive high-tech portfolio in all relevant technology sectors, global sales and service network,

production facilities in all major sales regions and all-embracing

automation expertise.

As the world’s leading manufacturer in the standard segment of metal-cutting machine tools, MORI SEIKI has also been highly successful for many decades as a manufacturer of specialised manufacturing systems for the automobile industry and its suppliers. This tradition is now to be expanded and accelerated thanks to the combined expertise available within the DMG MORI concern.

In most cases, an economic solution, which either fulfils the requirements as a stand-alone

machine or as an automated manufacturing system, is found based on the standard program. In these cases, DMG MORI Systems comes on board as a partner with extensive expertise ranging from machine-integrated automation, robotic systems and linked machines to all-embracing turnkey projects.

Even if the standard range is unable to meet the requirements, DMG MORI is still involved, as Ralf Riedemann underlines: “We can produce a specialised machine from proven components and modules with manageable design effort so cost effectively that it offers the user the kind of added value which he would otherwise only be able to achieve by investing in far more expensive special designs.”

However, every ambition to specialise has its economic limits, as Riedemann concedes. One of the decisive factors in this context is whether it will

be possible to make a customer develop-ment available to the “global market” after a certain period. There are some current examples of such machines in DMG MORI’s latest product portfolio, which all have one thing in common.

In each case, the work area is designed to perfectly suit

the envisaged parts to be manufactured. This minimises the space required, reduces downtime for handling or for automatic loading and unloading, and cuts down on the use of materials and therefore cost. As a result of the work area being reduced to the minimum dimensions necessary, the effects of temperature are also reduced, which makes for higher component accuracies even in tough, continuous operation. Ralf Riedemann adds: “All automotive machines are of course already prepared for the use or integration of automation.”

MAX3000 for pump and valve housings

The high-performance range of automotive machines from DMG MORI includes the compact MAX3000 vertical centre, which has excelled in, among other things, the precision machining of valve

“As a supplier of high-tech machines, we today

have much greater responsibility for optimising

customers’ processes. For this reason, every project

is preceded by a detailed analysis of the components

to be manufactured. Only then is the best solution

for the specific application determined from

DMG MORI’s comprehensive portfolio together with

the customer.”

Ralf Riedemann Managing Director - MORI SEIKI Europe AG & President of MORI SEIKI GmbH, General Manager - European Engineering Department

MAX3000 for pump and valve housings

NZX-S2500 for crankshafts and camshafts manufacture



housings. However, pump housings can also be processed to perfection on the machine. The MAX3000 has an SK30 interface and is equipped with a high-speed pallet changer. Thanks to its compact design, the machining centre requires a footprint of only 4.6 m², in spite of the pallet changer. The clamping surface of 600 mm x 300 mm is ideal for machining small automotive parts. Rotary tables can also be used, which makes the machine very flexible in use.

The MAX3000 achieves a rapid traverse speed of 60 m/min in all axes, which makes it a cut above the competition

in its class. In addition, high acceleration rates ensure reduced machining times – particularly when frequent changeovers between feed and rapid traverse are required, such as when machining several components in one setup. The extremely fast pallet changeover time of only 2 seconds, or just less than 3 seconds chip-to-chip, also underlines the claim to maximum productivity.

With a speed of up to 15,000 rpm and a spindle bearing inside diameter of 55 mm, the machining centre offers better rigidity than “conventional” machines with an SK30 interface. This enables a high diversity of parts from widely different materials to be machined. The machine is therefore equally suited to high-speed milling of aluminium, heavy-duty cutting of steel, and the machining of magnesium, iron, cast iron or stainless steel.

The MAX3000 range is supplemented by various options. These include chip disposal, coolant systems and measuring probes. Integral solutions for automation or machine linking are also

available. In all cases, these are

configured or developed individually for the

particular project by DMG MORI

Systems.

NZX-S2500 for crankshafts and

camshafts manufacture

A second example from the DMG MORI range are the ultra-compact NZX-S2500 twin turret lathes, which

are used, among other things, for the complete machining of crankshafts and camshafts. The excellent performance of the NZX-S2500 is thanks mainly to experience gained from the earlier NZX-S1500 machine with turning lengths of 500 and 1,000 mm. More than 160 of these machines have been installed as stand-alone machines and automated manufacturing cells, and have therefore provided much important empirical data for optimising the NZX-S2500.

For this reason too, the NZX-S2500 is a prime example of the company’s development capabilities in the automobile field. Traverse distances, spindle power and feed rate in particular have been explicitly matched to the requirements. The machine also impresses with its symmetrical structure (in relation to the spindle centre), which reduces the effects of temperature on the machining results and increases precision.

Further (design) attributes of the NZX-S2500 are the vertical machine bed for optimum chip disposal, exemplary access to the working area and tool magazine for easy manual setup or as a basis for efficient automation solutions, and the use of roller guides on all axes for stable process conditions and maximum reliability. In addition, fast axis traverse speeds of up to 36 m/min and breathtaking indexing times for the two 8-station turrets of just 0.2 seconds ensure maximum productivity.

TMC2500 – Best in Class for machining connecting rods

A particularly interesting

milling application can also be implemented on the TMC2500. With this compact machining centre, an 8-station turret with BMT® technology with directly driven tools effectively acts as a milling spindle above the swivelling table. This optimises the machining of, among other things, connecting rods, both from the manufacturing point of view and with regard to economy.

As a milling facility, the BMT® turret, which originates from the turning sector, achieves incredibly fast chip-to-chip times of just 1.5 seconds, while the short travel distances in conjunction with the high-speed

axes ensure minimal positioning times. The fact that the TMC2500 lends itself perfectly for automation goes without saying in the light of DMG MORI’s diverse expertise and the envisaged target group. However, the range of applications extends well beyond the automotive sector and, in principle, is limited only by the traverse distances. In all cases, slideways on all axes provide perfect process stability, guarantee maximum precision, and ensure long tool

TMC2500 – Best in Class for machining connecting rods

DIM1500 for automotive components up to a 100 mm cube

The BMT® turret is an example of the use of proven components in the development of automotive-specific customer solutions



service life.

DIM1500 for automotive components up to a 100 mm cube

A further automotive highlight in the product portfolio is the DIM1500 turn-mill centre for small components that fall within a 100 mm cube. A design highlight is the position of the spindle and 12-station turret with BMT® technology, which are arranged horizontally at an angle of 45 ° to one another. On the one hand, this saves installation space and reduces positioning movements and, in addition, results in optimum force conditions for demanding turning and milling operations.

The workpiece spindle operates at a speed of up to 6,000 rpm and a torque of up to 200 Nm, and can be fitted with a tool changer if the machine is to be

automated. On the other hand, the BMT® turret’s direct drive accelerates tools to a speed of 10,000 rpm and also reduces the chip-to-chip time to just 1.47 seconds thanks to high-speed indexing.

A further aspect, from which both the TMC2500 and the DIM1500 benefit, is voiced by Ralf Riedemann as he explains: “In many metal-cutting processes in the automotive industry and in other sectors, and particularly when machining aluminium, contamination in the vicinity of the tool changer repeatedly causes problems. These difficulties are not encountered owing to the design of the BMT® turret, and this increases the reliability in tough manufacturing operations.” In the same connection, Ralf Riedemann again emphasises the important

point that DMG MORI relies exclusively

on components which have been proven in practice for all “special products” for the automotive industry. As a result, more than one hundred TMC2500 and more than one hundred DIM1500 machines have been successfully installed.

i80L for the serial production of engine components

The latest “special product” for the

automotive sector is the ultra-compact horizontal machining centre for the highly productive manufacture of engine components in large batches. The compactness

has also been achieved by, among other things, positioning the tool magazine in the top area of the machine. Furthermore, the basic configuration of the machine has been designed without a pallet changing system. This means that the i80L only requires a footprint of 2,550 × 4,685 mm.

In return, the machine concept provides all options for manual setup as well as for customised automation solutions, for example by means of gantry loaders or transfer line systems. Furthermore, the design of the i80L means that it can be easily configured to form a highly automated production line, for example for cylinder heads or engine blocks, using additional machines and machining units.

Another special feature in the light of the high compactness of the i80L is the size of the work area. Axis travels of the new development (in X-, Y- and Z-axis) are 800 × 550 × 850 mm. This means that even large 6-cylinder engine blocks can be machined without difficulty. Alternatively, customers can use the available space to position two workpieces in the work area at the same time and machine them in parallel. This reduces the number of machines required and consequently minimises the investment.

The demand for high process productivity is met, among other things, by the rapid traverse speeds of 60 m/min in all axes and the various high performance spindles. The machine is available in two different designs with an HSK A100 spindle and speeds of up to 8,000 rpm (for the i80L/50 version) or with a 12,000 rpm HSK-A63 spindle for the i80L/40 version. The fast positioning time of the swivel table with its double-sided DirectDrive technology A-axis is another

impressive feature. The whole process, including clamping and releasing, only takes 1.5 seconds for both versions.

The minimal chip-to-chip times of 4.4 seconds for the i80L/50 and 3.3 seconds for the i80L/40 also have a positive impact on productivity. At the same time, the i80L/50’s tool magazine provides capacity for 20 tools of up to 110 mm diameter when fully loaded or up to 280 mm if adjacent pockets are left free. The maximum tool length here is 550 mm, and the maximum weight is up to 30 kg. For the i80L/40, the magazine has a capacity of up to 30 tools and the maximum tool diameter is 140 mm. When fully equipped, it is 70 mm. The maximum tool length is specified as 390 mm in the data sheet, and the maximum weight is 12 kg.

For manual setup, the table can be moved in the Z-axis, which improves accessi bility to the workpiece when manual intervention in the work area is required. The operator is therefore only 500 mm away from the setup position. The low height of the machine, which also reduces the loading height and consequently the loading time for possible gantry loader automation, is also oriented towards the requirements of automation.

The highly compact i80L horizontal machining centre from DMG MORI is specifically targeted

towards manufacturers of cylinder heads and crankcases

The i80L’s tool magazine is mounted above the machine to save space and stores up to 30 tools

The tool changer’s double gripper ensures minimal chip-to-chip times of 4.4 seconds for the i80L/50 and 3.3 seconds for the i80L/40



Growth of Indian Auto Component Industry in the little over first decade of the 21st Century is phenomenal. The Industry has transformed gradually in stages from serving just the Indian market in majority to the replacement market - Global OEMs (Original Equipment Manufacturer’s). Automotive Sector five year plan (2012 – 17) as projected by Department of Heavy Industry, Ministry of Heavy Industries and Public Enterprises shows the growth of this sub sector has a bearing on the developments and growth of Indian Automobile Industry– Locally and worldwide – expanding and in the aftermarket.

Indian Economy: An Overview

The Indian automobile industry is capital and technology intensive with a high level of economy of scale and diverse linkages with down-stream industries leading for making a strategic industry as a whole to the Industrial Economy. The auto-component sector is highly diverse and vibrant, one of the key linkages to the Indian Automobile Industry.

The Indian auto components industry can be broadly classified into the organized sector and the unorganized sector. There is a clear demarcation with respect to products, the organized sector caters to high value-added

precision engineering products and accounts for around three fourth of the total production. The unorganized sector caters to the lower value-added segments. The organized players cater to the original equipment (vehicle) manufacturers, while the unorganized sector largely caters to the aftermarket. There are around 600 players in the organized sector accounting for around 70% of the industry’s total revenue.

Based on their class and size of their location, the Indian auto component industry can be categorized in the Tier System as I, II and III.

Tier I comprising of large firms with almost all the companies capable for manufacturing multiple auto components, equipped with high-end technology and a large number of OEM. Most having high end research and development centers to carry out new innovation, with high IT penetrations in these areas they reduce their operational expense as most of the machines are automatic.

Tier II comprises of medium sized firms, comparatively with less access to latest technology; mostly includes multiple component manufacturers and have comparatively better operational efficiency. Medium penetration of IT which is

mostly fragmented.

Tier III consists of smaller, single-auto component manufacturing firms, largely unorganized players with less access to latest technology with use of traditional technology; they are mostly single component manufacturers having no operational efficiency .There is low level of IT penetration and hence use traditional method of manufacturing.

The auto components industry in India has been witnessing a steady flow of investments excepting in 2009, when investments dropped due to recession. Investments in the sector have since picked up and are. Major foreign companies have been investing in the domestic industry through joint ventures and partnerships or by setting up their own production plants. Domestic component players are also investing heavily in the industry to reap benefits of long-term growth prospects. Several factors have enabled this transformation of the Indian auto components industry, such as: government’s role in the form of initiatives and incentives; additional subsidies and formation of various clusters as also economic liberalization. The gradual increase witnessed in the per capita income in India leading to aspirations and greater demand for automobiles,

which in turn has boosted the demand for auto components. In addition, with the Indian market led to companies adopting innovative marketing strategies to fend competition, the competitive intensity has led to the improvement in end products.

Current status of the Indian Auto Component Industry

The automotive industry occupies a significant place in the Indian economy. The industry’s turnover touched US$ 40.6 billion in 2012–13 and is expected to reach US$ 115 billion by 2020–21. A well developed industry acts as a catalyst and gives impetus to the economic growth of the country. With India emerging as a global hub for auto component sourcing it is set to break into the league of the top five vehicle producing nations worldwide. The country is also on the rise as a sourcing hub for engine components covering a wide range of industries.

The industry is further estimated to grow at a compound annual growth rate (CAGR) of 14 per cent during 2013–2021. In addition, auto components exports was recorded worth US$ 9.3 billion in 2012–13 and is projected to touch US$ 30 billion by 2020–21, according to the data from Automotive Component Manufacturers’ Association

Over Drive: Automobile Component Manufacturing In India

With annual car sales in India dipping for the first time in 11 years, posting a 9.59 percent, stumbling under a prolonged demand slump due to economic slowdown, the component makers gave something to cheer about with the exports grown by 4.4 per cent and touching $9.69 billion last year.

AUTOMOTIVE



(ACMA).The Indian logistics industry is likely to continue its growth momentum due to the reviving fortunes of the sector with booming end-user industries, as per RNCOS report ‘3rd Party Logistics Market in India’. The report highlighted that the automobile industry dominates the third-party logistics (3PL) or logistics market with majority share, and is forecasted to remain the fastest growing segment in Indian 3PL market. Continuous improvement in logistic infrastructure has led 3PL services to be perceived as a far better mode of controlling both internal and external logistic processes.

The Japan External Trade Organization (JETRO) and the Maharashtra Industrial Development Corporation (MIDC) have signed a memorandum of understanding (MoU) to set up the new industrial zone in Pune exclusively for Japanese manufacturers. India is home to 962 Japanese companies across 1,804 locations. Pune, being home to large automobile original equipment manufacturers (OEMs), is a potential area for auto components sourcing with huge consumer market according to Mr. Takehiko Furukawa (Director-General, Jetro-Mumbai).

JBM Auto has formed a joint venture with Italian bus maker Breda Menarinibus to manufacture luxury buses in India. The Indo-Italian venture plans to set up a plant at Kosi, near Faridabad in Haryana, and produce 2,000 buses every year initially, at an investment of Rs 500 crores (US$ 81.30 million).

Apollo Tyres Ltd has closed a deal with Japan-based Sumitomo Rubber Industries to sell its South African business for US$ 60 million. Sumitomo will take over Apollo Tyres

South Africa, including the Ladysmith passenger car tyre plant and Dunlop brand rights in 32 African countries.

The German manufacturer Knorr-Bremse have set up a new plant in Pune at an investment of €14 million (US$ 19.18 million), to make complete braking systems for trucks. It has also established a technology centre for engineering design in the city.

Growing credibility of domestic component makers have led to many global companies setting up their sourcing centers in India. There are 35-40 international purchasing offices set up by various global entities in India at present. The US remains India’s biggest component export market but shipments to the country have been down to 7.1 per cent last year at $1.98 billion. Exports to Germany, the second largest market, registered an 8.6 per cent increase at $780 million.

Government Initiatives

The Union Finance Minister P.Chidambaram’s announcement to reduce central excise duty on automobile in the interim budget 2014 was welcoming news for the automobile industry. The budget saw reduced central excise on small cars, scooters/two-wheelers from 12 to 8 percent alongwith reduced central excise from 30 percent to 24 percent on SUVs, and on large and mid-sized cars from 27% to 24% and from 24% to 20% respectively.

The Indian Government to give incentives to the auto component industry to boost exports recently signed an Agreement between Ennore Port and Ford India Pvt Limited. Spanning over 10 years the agreement provides for various volume based discounts on wharfage by EPL ranging from 5% to 30% to encourage more

exports through EPL. With Ford India Private Limited setting up a modern integrated manufacturing facility at Maraimalai Nagar, near Chennai, for export of their automobile products, in the last few years, Chennai has emerged as the hub of automobile manufacturing sector with all global auto majors having their manufacturing plants in the city.

Conclusion

The Indian auto components industry is well poised to achieve strong growth in the coming years owing to rising domestic demand in the OEM market and the expanding Replacement Market. Once the global market stabilizes and the economic uncertainty diminishes, according to the Auto Components Manufacturers Association (ACMA), the Indian auto components industry is likely to grow to US$110 billion by 2020 with the domestic market

having a share of -US $80 billion. The share of the auto components industry in the country’s GDP is also likely to increase to 3.60% by 2020. Given good long term demand prospects in the domestic market and with India emerging as a favored low-cost sourcing destination, auto component manufacturers are likely to invest in increasing production capacities and technological capabilities. Further, companies will continue to diversify their product portfolio to de-risk their businesses.

However, competition is expected to increase alongwith prices of raw material likely to follow an upward trend. With expected to exert pressure on the industry’s profit margins in such a scenario, cost control programmes would assume greater significance for the industry players, both big and small.


www.martonline.in18 May 2014www.martonline.in18 February 2014www.martonline.in18 March 2014www.martonline.in18 April 2014

Lamborghini is a brand that symbolises Italian passion in the world of supercars, but it also has a strong following in the agricultural world, due to a range of high performance tractors produced by SAME DEUTZ-FAHR. At its headquarters and main factory in Treviglio, near Milan, Italy, visitors are struck by the same passion for producing high quality products in an advanced machining operation. Now the company has improved efficiency further by fitting cost-effective Renishaw probe equipment to multiple Mazak machining centres,

giving a spectacular return on investment.

The flexible manufacturing system (FMS) cells produce transmission and gearbox components, all of which require a large number of threaded holes. With some 70% of machining time devoted to drilling and tapping, tools which vary in size from M5 to M18 break frequently - undetected this would lead to scrap and wasted machining time. As Luigi Galimberti, Manufacturing Engineering specialist for machining operations, explains, “We have used tool breakage detection for a long time on the Mazak machines, as machining cycles are fully automated and operators would have no idea if a tap or drill broke. Without detection a component could still have a broken tool embedded; subsequent operations would be incomplete and other components could be damaged.”

However, SAME DEUTZ-FAHR was unhappy with the original detection

systems, which used to take more than 21 seconds to check each tool. This led to the decision to retrofit Renishaw TRS2 tool recognition units to multiple machining centres across all four FMS lines. Says Mr Galimberti, “With all the cutting we do we know a lot of tools need checking, so a reduction on that time meant significant time and cost savings. Each component needs at least 34 tool checks, so with the TRS2 check taking less than 7 seconds, the cycle time for every part has been reduced by an average of 7.5 minutes – some 6% of cycle time.”

The TRS2 is a non-contact laser system dedicated to tool breakage detection, which allows the machine tool to monitor tool length fully automatically during a machining cycle. In less than a second it can detect the presence of the tip of a rotating cutting tool so that if it has broken during the previous machining cycle, the system detects this and the machine can take immediate

action without damaging more components. The TRS2 tool breakage detection system is also extremely easy to install with both laser transmitter and receiver contained in one unit, which doesn’t need the alignment of full tool setting systems that feature two separate units.

If a tool breakage is detected by the Renishaw system an alarm sounds and the machining program is stopped. Any logic could be employed at this stage, for example another identical ‘sister tool’ could be used instead and machining could continue, but the engineers at SAME DEUTZ-FAHR prefer to stop the process for an operator to check the part and make sure that no more damage occurs.

Clear cost savings and return on investment

Mr Galimberti explains that the decision to invest in the TRS2 tool recognition systems and the subsequent cycle time savings has been extremely successful. “After a detailed analysis, based on

CASE STUDY

Lamborghini saves €150K a year with Renishaw tool breakage detection systems

After the retrofit of Renishaw TRS2 tool recognition systems, SAME DEUTZ-FAHR, manufacturer of Lamborghini, SAME and DEUTZ-FAHR tractors, has seen a dramatic reduction in the time for essential but non-productive tool checking on four Mazak FMS cells.

Non-contact laser detection



the cost to run machines, we know this equates to a saving of more than €150K in the first year. This is because most of the non-productive machine time taken to check tools has now been released to machine components. We have paid back the initial investment in the TRS2s in a matter of just 5 months.”

The project to replace the tool breakage detection units was part of a general cost-reduction exercise. Continues Mr Galimberti, “When we started we had several options for improving machining productivity, but this was by far the best, the others would have taken much longer to pay back.”

The TRS2 tool breakage detection routine

Speed is the key feature of the TRS2, but it is also important that a broken tool is not missed or wrongly identified as good. The tool is moved such that the tip is in the path of the laser beam emitted from the TRS2 and rotated at one of several set speeds. The TRS2 is looking for a pattern of reflected light in its receiver

from the cutting surfaces of the tool. During installation the transmitter beam is directed into a convenient position in the machine’s working volume, often crossing the path taken by the machine to perform a tool change, to minimise any extra traverse moves.

The length of a good tool is recorded in the machine from a previous tool setting routine, so the machine knows exactly where the TRS2 tool recognition unit should detect the tip. The engineer programming the job chooses how frequently the tool needs checking, depending on their knowledge of how often the tool is likely to break. This could be part way through a machining operation, or often after an operation has finished and the tool is being returned to the tool carousel.

Appropriate automation for efficiency and quality

The philosophy employed in SAME DEUTZ-FAHR’s manufacturing is well thought out, to maintain high quality whilst minimising costs, as Massimiliano Tempesta, Manufacturing Engineering

Manager, explains, “We have a common platform strategy, not just in our products but also in our engineering principles, with engineering knowledge coordinated here in Italy and shared across all the plants. Stock of component parts is kept low by producing only what we need, according to varying demand for different models. We’ve done this in the machining operation with these very flexible Mazak FMS cells producing individual machined parts for the transmission and gearboxes. This is then coordinated with other components to come together on the assembly lines in a ‘Just-In-Time’ style.”

Lamborghini, SAME and DEUTZ-FAHR brands

The three types of tractor are all produced on the same production lines with common components. Each brand has a following in different regions, but as with many car manufacturers, it makes sense to share a common underlying design across different models. The three companies came together over a number of years, starting as SAME in 1927

in Treviglio, who pioneered the use of diesel engines on tractors. In 1973 SAME purchased Lamborghini tractors and in 1985 also acquired the German tractor company DEUTZ-FAHR. In 2003 the group became a key shareholder in DEUTZ engines, which now produces all the group’s engines.

The SAME DEUTZ-FAHR group has three plants in Europe - Italy, Germany and Croatia. The production at each is according to the size and power of the tractors, which determines the common components involved. In Treviglio the plant produces tractors that vary between 50-140 HP, the German Lauingen plant produces tractors with 140-270 HP (soon to be up to 300 HP), and the Croatian plant produces combine harvesters. In line with the group’s geographic expansion, its Indian plant is currently being expanded, in Russia an assembly plant will shortly start its production of tractors of 150 – 270 HP for the Russian market and a new factory is being built in China, but all still retain common engineering principles.



Tell us a little about the origins of SuMax:

My father already had a successful company called Vijay Engineering, which he set up in 1966. It has a good reputation for making high quality machine tools for other OEMs across India. We started SuMax to supply Vijay with specialist tools and fixtures. However, we quickly found work with

other companies, so we have been able to diversify.

Why is your company located in Pune?

For a company indirectly working with large-scale manufacturing companies, location is important. Being in Pune helped us win work with John Deere when the company set up a joint venture nearby, in the late 90s. That got us started making machine components for the automotive sector. It’s purely good fortune that we are next door to the local Haas Factory Outlet (HFO). That’s how we came to buy our first VF-2 vertical machine centre. We started out with very few machines and have increased our capacity slowly each year. We now have a VF-6, two VF-2s, one MDC-500 mill/drill centre, and an EC-400 pallet pool.

How have you found new business?

Mostly word of mouth.

Originally, John Deere asked us for some sample fixtures, which they liked very much, then they asked us to make some parts for their tractors. They were building about 150 a month and each tractor needed two of the parts. It was low volume but steady work. However, the real break came when they recommended us to other companies in the automotive sector. That’s when we started developing turbocharger housings for TATA pick-ups and trucks.

What type of work do you do with your Haas machines?

We tend to use the Haas machines for production development work: proving new parts, designing fixtures, etcetera. They give us the flexibility and accuracy we need. The controls are excellent, enabling us to work on many different parts quickly and easily. Many of our customers still send us PDFs - drawings, not CAD/CAM data – so we have to work out

how to make the parts. That means programming the Haas machines manually – but I’ve been operating them for a long time and they are very easy to use.

Do you also make parts in production volumes?

Yes, sometimes. Mostly, we provide proof of project and work out the fixtures, before handing volume production to another company. However, we also have specialist, high-speed machines - including the Haas VF-6, for making production parts in larger volumes if needed. For example, SuMax is a tier three supplier for Cummins Turbo Technology. We make 14,000 Cummins parts a month, including a 250mm turbocharger housing, using a variety of machines.

We developed around 85 of the parts we currently make on the Haas machines and now produce them in volumes of

With a population of around 1billion people, India has a huge and only fractionally met domestic demand for all manner of consumer goods, including household appliances, vehicles, food and agricultural products. For small to medium sized manufacturing companies, the opportunities are legion, especially as many well-known OEMs make long-term production commitments to the country, and source precision engineered parts locally.

Rajesh C Suttatti, a self-taught engineer and Managing Director of SuMax Enterprises, has been developing and making specialist tools and fixtures for the Indian automotive and machine tool sectors for over 30-years. The SuMax factory is in Pune, about 100 miles from Mumbai, which puts it close to the leading manufacturers in India’s industrial heartland. Mr. Suttati talks about how he uses his Haas machine tools to develop fixtures and programmes for parts that will eventually be produced in high-volume for well-known customers, such as John Deere and Cummins.

Proving Ground

ON FACE


Matt Bailey

[email protected]


200 to 6000 on our high-speed machines. In fact, we bought the Haas MDC-500 to develop a turbocharger part but now use it to make the part (requiring 20-micron tolerances) at a rate of 160 a day.

How many customers do you have? Are you diversified, or do you only supply the automotive sector?

These days, we have just five customers. We used to have many more, but we made very few parts for some of them. Now, we do a lot more for all of them – working three shifts, six-days a week. To minimize our exposure to economic cycles, we have also diversified into different sectors, including: Automotive turbochargers, PET bottle making machines, hydraulic pumps, John Deere tractors, and motorcycle components. The truck sector, for instance, does well when the monsoons are good because agriculture improves; whereas the PET sector is quite consistent. Even when the

economy struggles, people still buy food in containers. If we only served one sector, our customers’ busy periods would coincide. By being diversified, our customers know that we will have the capacity to serve them when their sector is busy.

How have things changed in India in recent years? Are there many companies like yours, able to meet the demands of large, internationally known companies?

India is changing very fast. It used to take months to get things done. Now, people won’t accept long lead times. Customers want us to work out processes very quickly. Typically, they might give us, say, 15 days to produce a part (once it is worked out), but only 3-4 days to develop the processes and fixtures. We rely therefore on our ability to program the Haas machines very quickly. We are also pleased that our HFO can get us new machines when we need them in less than a

month – something that was unheard of when we started the business.

What are the biggest operational challenges you face?

Managing the work is a big challenge. One part may go through four or five development stages before the customer agrees the final dimensions and features. Minor changes are no problem: they just involve adjustments to the CNC programming. However, a major change to the part means changing the tooling and fixtures too.

It used to be that a finished part would stay unchanged for several years. These days, no part really stays the same for more than a year. The complete products - such as motor vehicles, are changing very quickly, so the parts are, too. Our customers expect us to keep up with them.

With so many parts in development, it must be difficult to allocate resources.

That’s why we bought the Haas EC-400 pallet pool, because we often develop four or five parts at any one time. Haas designed the EC-400 for high-volume production and unattended operation. It has six stations that we can schedule individually, allowing us to prioritise work efficiently and develop parts simultaneously.

When we’ve worked out the process, we move the fixture and the tooling to the production machines.

Isn’t it tempting to take on the big, production volumes?

We know where our strengths lie. Whenever we get an enquiry, the first thing we do is check the volumes required. If the numbers are in the millions, we simply say ‘no thank you’. However, if the volumes are 10-20,000 month, we’re interested. That might change as we grow but we want to grow steadily. I’m not sure we want to start buying

large quantities of materials – that can be a very risky business.

Are you optimistic about India’s future as a manufacturing nation?

Yes, definitely. Economists predict that India will have the third largest economy in the world by 2030. Local competition is tough but the domestic sector is large and growing. Our big opportunities come from increased domestic consumption and the fact that more companies are moving manufacturing to India. We want some of those companies to choose SuMax as their partner. That’s why we will continue investing in Haas machines and developing our existing sector expertise.



Fine machining is all about achieving stringent manufacturing tolerances to meet high performance standards. Variation reduction is a subset along with achieving desired surface roughness (Ra / Rz) values. Global competition demands high performance combined with low cost manufacturing. This compelling challenge can be de-puzzled once we understand the components of machining cost and there by counter challenging technically to arrive at the best manufacturing process which is highly reliable still competitive.

Value addition thru Machining, the cost elements basically consists of

1. Cycle times

2. Cost of consumables

3. Energy consumption

4. Rejections / rework

5. Space

6. Work in Process ( WIP)

7. Labor cost.

8. Asset depreciation

The task of manufacturing engineers is to come out with alternate concepts of optimizing each and every element. This way, not only we have a tab on total cost of machining but it gives the right direction. Here Deming’s PDCA cycle (1. Plan 2. Do 3. Check 4. Act) can be applied to carry out experiments systematically.

Now let us dwell on concepts of fine machining and reliability with a focus on competitiveness.

1. Cycle times :

Each component is unique and selection of Machine tool is to be based on

a) Takt time / Cycle time calculations

b) Component material and Material removal rate and features

c) Sequence of operations and number of setups

d) GD & T to be achieved WRT Datum features.

e) Critical Ra value requirements.

- Right selection of Machine size, Spindle speeds, Rapid movements of X, Y, Z axes, Tool change Time / Cut to Cut time helps in optimizing cycle

times. High speed spindles are suitable for Non ferrous metals whereas, High torque spindles are for heavy metal removal rate of ferrous components.

- Where the requirement of Ra values in the range of 0.2 to 0.4 microns integral spindle with high spindle RPMs

Fine Machining: Lean ApproachThe need for high precision manufacturing was felt by manufacturers worldwide to enhance Interchangeability still maintaining the same product performance to that of selective assembly. In this era of Global village it has further fueled the need of interchangeability, as the components are sourced from low cost countries and assembled at the location where the deliveries to be made so as to make the supply chain more competitive. This necessitated the need for Fine Machining.

Shareef M Syed

[email protected]

Thru Coolant Spindles Integrated Spindel

FINE MACHINING


over Belt driven machines are recommended. Spindle housings are provided with chiller option to maintain thermal equilibrium even at prolonged working hours. This helps bearing life enhancement and avoids possible bearing seizure.

- For fine machining, table positioning accuracy is very critical. Machines with linear scales gives better response (sub micron level) over Encoder feed-back type machines. Some Ball screw machines with Encoder feed-back have cooling mechanism for maintaining thermal equilibrium and in some machines temperature sensors senses the expansion / contraction of ball screws and accordingly system is corrected

for achieving desired positional accuracy.

- Deep holes where L/D ratio is more than 3, it is recommended to have thru coolant spindles. This helps in better Ra values of fine bored holes and reduced Cycle times.

- Cutting tool material and Geometry plays a vital role. Selection of positive and negative rake angles depending upon the material to be cut along with chip breaker geometry helps in better Ra values and cycle times. Many carbide grades are available for steel and cast iron components where as CBN inserts best suited for hard part and PCD inserts for Aluminum machining saves lot on cycle times as

they work on higher cutting parameters (Vc)

- Combination tooling helps in reducing cycle times. No doubt is calls for a specially designed tailor made tools and tool holders, the savings are very attractive.

- Chucking systems and Fixturing plays a vital role but generally it is neglected. Simple wedge type chucks are suitable for rough / proof machining of components. Depending upon the component features and accuracies involved the

component chucking systems could be For Machining centers the fixturing / component clamping devices depending upon component features / profiles could be

- Precision hydraulic vices

- Magnetic chucks

- Vacuum chucks

- Special fixtures with hydraulic clamps.

Fixture design should be such, cutting forces are directed towards rigid fixture elements, not to distort component profiles while clamping, able to reproduce dimensional accuracies and the desired GD & T with ease of loading / unloading, Poka-Yoke ( Mistake Proofing ) concepts.

Rigid fixture concepts enables higher cutting parameters, doesn’t distort components upon clamping thus saves on Cycle times and rejections.

2. Cost of consumables :

Critical component machining always attracts expensive cutting tools and thus cost. By following some ground rules one can exercise better control over tooling cost.

Reduce number of cutting tools by combining and standardizing where ever possible. For e.g., 2 features combined in one drill as a combination tool. The savings are two-fold, one reduction in cutting tool cost, second, savings in non cut time i.e., reduced machining cycle time.

Experiments for right geometry insert and carbide grade. Make sure that total cost of machining comes down during this exercise even it calls for

Combination Drill & Tap

1. UBL Chuck 2. COLLET CHUCK 3. DIAPHRAGM CHUCK

4. COMPENSATED CHUCK

5. FACE CLAMP CHUCK1. UBL Chuck 2. Collet Chuck 3. Diaphragm Chuck 4. Compensated Chuck 5. Face Clamp Chuck

Illustration Of Lean Layout


high initial investment towards insert. The whole idea is even capture reduction in machining cycle times and capture total cost of production.

Pre decide tool life and re-

grinding frequency to enhance tool life. This saves lot on cutting tool cost and thus cost per piece.

3. Energy Consumption :

On a production shop-floor, machines have to be specific to a product line rather than using general machines which have high KVA ratings. If the

production volumes support, these small specific machines not only saves Energy, Cycle times but on shop space requirements.

4. Rejections / Rework :

Rejections are true replica of process performance. COPQ (Cost of poor Quality ) needs to be assessed and can be tackled systematically using QC tools and 6methodology depending on the nature of the quality problem.

5. Space :

6. Work in Process ( WIP) :

One-Piece Flow Concept of Flow Production

7. Labor cost :

8. Asset depreciation :

One best way of optimizing the above cost elements is thru following Lean Manufacturing

techniques.

LEAN cell is all about

Small dedicated machines arranged in process sequence – Small machines are robust and easy to maintain and reduces Capex burden.

- Takt time and Cycle time balancing – Machining cycle times are balanced to Takt times (Takt time = Total available time / Number of units to be produced). As the lines are balanced to Takt time, there is no waiting time and thus reduction in WIP.

- Load / Load cells – Operator has to only load the components into machining fixtures, unloading is automatic thus saves upon OCT ( Operator Cycle Time) and

hence reduction in total machining cycle time.

- Autonomation - Man-Machine optimization - Perfect balance between Machine operations and Manual operations to bring harmony in the manufacturing process helps in quick response to abnormalities.

- One piece flow – Focus is on Single piece flow in Anti-clockwise direction to ease Load / Unload.

The whole concept LEAN is based upon optimization, identification and elimination

of waste.

Conclusion :

If we have to be competitive in this global environment, the process has to be highly reliable and optimized to meet customer demands. Fine machining techniques together with LEAN manufacturing methodology helps in implementing cutting edge technology and identification and elimination of waste systematically in a

manufacturing process. This process has to be dynamic and proactive in nature to reap the benefits on a continuous basis.

The author Shareef M Syed, a Mechanical engineer with MBS qualification, I having around 25 years of industrial experience in Design and Development of Metal cutting machines, Assembly Automation systems and component manufacturing companies. He is certified by ASQ (American Society for Quality) or Black Belt programme. Developed more than 500 SPMs in Metal cutting area as a part of Productivity improvement programme. Presently he is the Vice President – Manufacturing Engineering with Sigma Electric Manufacturing Corporation Private Limited, Pune.

www.martonline.in26 May 2014www.martonline.in26 March 2014

FINE MACHINING

The Journey of Fine Machining

Machining of Metals has always been a challenging task and when dealing with Metal Injection Molded (MIM) parts, it has become tougher. The machining process at Indo-MIM started with operations like drilling, tapping, surface grinding to finish features and tolerances; which were beyond the MIM tolerances. Due to unavailability, most of the prominent operations like turning, drilling, reaming, tapping and surface grinding were being outsourced in the initial years of inception.

The major thrust for in-house machining came from our Founder and Chairman Dr. Krishna Chivukula, who was not satisfied with the parts being ricocheting between places and sub-suppliers. He had foreseen the need to start in-house machining to instill customer confidence particularly for the automotive customers.

We established in-house machining in 2009 and have so far established many critical operations including

• CNC turning with close tolerances of upto ± 6 microns

• CNC Milling – 3rd and 4th Axis in machines with Pallet changers

• High production Single-pass honing with one part every 13 secs.

• High production Profile grinding at 15 secs. / part having ± 7 micron tolerance

• Multi-part Surface grinding

• Lapping and Polishing to achieve flatness of upto 2 microns.

• ID Grinding with ± 6 micron requirement

Against the general belief that in-sourcing is more expensive, we have been so far successful in making the supply chain leaner and easier, with in-house machining as it gives us tremendous amount of focused improvement

initiatives. We have also crashed the lead time for product delivery by as much as 400 % in some cases. The customer delight being the icing on the cake.

The following advantages are helping us to sustain our machining process:

Right machine selection

We have engaged ourselves in an active role in the process of selecting the machines. Our guiding factor for the process has been the method of maximizing the machine running time. We opted for VMS’s equipped with pallet changers to shorten the time lost in loading and unloading time. Further, we opted for machines which were small, compact, rigid and with low

torque spindles since we remove very less material and most of our parts are smaller in size. Whenever critical tolerances are to be maintained within capability, machines have been fitted with probing systems for auto tool offset corrections.

Even for honing and grinding, we have opted for for machines with the facility of parallel loading and unloading of parts, while the operations are carried out in other stations.

Work Holding

Even though we use the general chucking systems and collet systems in our turning centers, we have custom built fixtures for specific parts. Having our own design department doing both the

Swaminathan S B

[email protected]

Honing machine

Milling Line

Multi part



part design and fixture design has helped us decide the optimum clamping systems for highly challenging part requirements. All our milling and surface grinding fixtures are multi part fixtures. Having multi part fixtures not only has helped in increasing the productivity, but also have given us the advantage of full machine bed utilization irrespective of the part size.

Most of the small batch productions have multiple parts / operations preset in the machine bed thereby practically zeroing the change over time.

Cutting Tools

Though we get support from different tooling manufacturers and dealers, we work with the suppliers to achieve the lowest possible ‘per piece rate’. The tool cost alone is not taken into account but the advantage of higher cutting parameters and better material removal rate is also being considered to finalise the optimal tool source for any application. We approach each application with an open mind giving equal opportunity be it established players like Iscar, Sandivik, Walter etc., or low cost sources in India who manufacture and supply tools which are less expensive.

Continuous Improvements

Our culture to work always on continuous improvements by conducting kaizen events, identification of Improvement projects and tracking them have helped us complete significant improvement projects in optimizing the usage of Man, Machine and Methods.

Statistical Process Control

The usage of statistical process control is another tool we have successfully implemented to establish robust and repeatable processes. Statistics have come handy in the study of tool wear pattern and establishing auto offset corrections through program macros. The macro programs have reduced the high variability caused by operator interventions. Processes where very close tolerances needs to be achieved have been established in this way and we have derived significant reductions in product scrap levels.

Collaborative approach

As we believe that when bright minds meet, ideas spark out; we approach any challenge with an open mind and discuss them with machine tool suppliers, tool suppliers or work holding sources for optimum solutions. This has

not only helped us arrive at get the solutions, but also to get them fast. There have been instances where the outcome of our discussions have become standard options for the machine tool manufacturer later.

With the establishment of our Investment casting facility at Tirupathi, we have got into the challenge of machining bigger parts having more material removal. The machining of MIM parts have helped us quickly establish highly critical machining projects for Investment casted parts. All through our machining journey, our primary objective has been and will be low operating cost.

With our management willing to invest on suitable machines though expensive but guarantees lower operating cost in future; is the corner stone for our rapid growth in

the machining process . With starting from three machines in 2009 to currently holding 60 machines in 2014 is a remarkable achievement!

Having established sales offices across the world in addition to having satisfied customers, has opened new opportunities of bigger and more challenging machining projects. With the strong fundamentals established along with the past learnings, we can confidently say that we are well placed to handle them and succeed.

The author Swaminathan S B with rich industrial experience of more than 25 years in forging and machining fields have established several high volume projects for the automotive customers. He is working Indo-US MIM Tec Pvt Ltd as Deputy General Manager Machining projects and can be contacted at [email protected]

Pallet Changer



P S Satish

[email protected]

As a continuation of last article, we will discuss on few more points to manage SME’s better in India

Journey Towards Excellence Managing a SME in India - Part 16

MANUFACTURING EXCELLENCE

29. Construct a virtual building of the Company

When we construct a house where we want to live, we normally make sure that foundation is made very strong. We will ensure that pillars or columns are adequately strengthened and supported well by cross beams so that the structure can carry the weight of the super structure currently planned and also possible future expansions. We never build a house keeping some finite years of life but will be built as if its life is forever.

What care we take when we build our company? I am not talking of physical building here but a virtual one. Which are all foundation, pillars, cross beams and super structure here? This article tries to explain these points. The following figure explains the concept.

a. Foundation

You cannot build a super structure without strong foundation. Foundation for the company is the vision, mission, values and strategies.

• Are you clear where you want to reach?

• What is the purpose of your business other than making money?

• Is there an emotional reason on why you run the company?

• What changes company can make on Life of people and the surroundings?

• What strategies you can adopt to reach the vision?

• On what values and principles company stand for?

Clearer you are on these points, stronger will be the foundation of the company.

I met few Entrepreneurs recently who wanted to put up a plant for manufacture of Ethanol. They have sufficient land for this and investment required is high. When they asked me to guide them further, my basic question was why they want to do this business. They said, ‘One of our friends told us that there is a great demand for Ethanol which is used along with petrol and diesel since there is a shortage of this in the country. We can make huge money from this’. Apparently they had no idea of Ethanol manufacture, risk involved, raising investment etc.

I am not trying to say they are wrong. I advised them to discuss among Directors on what their vision would be 5-8 years from now, how they formulate their mission by seeing bigger picture of helping nation to reduce dependency of oil, on what values they would like to stand and strategies they adopt for getting investors & setting up the facility. I told them that by focusing only on money, they will take many wrong decisions which would be detrimental to their long term vision and sustenance of the company. By deliberating on vision, mission, values and

strategies they got a better picture to lay the roadmap for further actions.

Recap on major stones of foundation:-

Vision – Where you want to reach?

Mission – What is the purpose of your business? What guides you?

Values - What you believe in?

Strategies - What roadmap you take to reach vision?

b. Pillars

Having led the foundations, let us look at the pillars which can support the super structure. For building to be strong, there is a need to ensure that all pillars to be focused to make them strong. Neglecting one will make the building to that extent weak.

The main pillars to be strengthened are –

• Quality

• Innovation

• Customer responsiveness


Satisfied Customers

Visions, Missions, Values & StrategiesIn

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Planning

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Training

Defined Process/ Systems

Resources

Visual Building of Company


• Competitiveness

• Delivery fulfillment

Let us look at each of the pillar in little detail –

Quality

One of the strong pillars to be reinforced regularly is Quality. No company can survive on price alone without focus on quality. Quality meant here is that of product, process and system.

Quality will enhance Value perception by Supplier. There is a myth that cost will increase with the increase of quality. But actually cost will come down by focusing on cost of quality like defects, scraps, reworks, warranty claims etc. Focus daily on quality to improve. Develop mindset of quality in the company.

Innovation

Considering current competition, every company needs to innovate continuously. New product development is included here. Product life cycle is coming down and each Customer is looking for improved product. There is a need to question the way things are done for improving to enhance features, reduce complexity, and reduce waste or faster delivery. Mantra is on how to do more, faster and better. Look at the companies like Yezdi Motor bike. They vanished mainly because they did not innovate.

Customer responsiveness

In reality, patience of Customer is coming down. He expects a faster response to all the queries or to attend to his problems. Company need to set up a system where Customer needs is attended on priority. This pillar is normally neglected or taken for granted by SMEs in India. It is seen that companies responding faster to Customer and being proactive has flourished. The Employees’ especially marketing staffs have to be trained to take care of this pillar.

Competitiveness

Long term sustenance is guaranteed by working on this pillar. Focus is to add value to Customer by working on elimination

of wastes in everything. No Customer is ready to pay for costs incurred by the inefficiency, mismanagement or negligence of the company. It is important to bring awareness of cost at all levels of the company.

Delivery fulfillment

Are we meeting the schedule of Customer with respect to time and quantities? Consistently meeting the requirement of Customer even when volumes fluctuates, is one of success element. This is all the more critical when you are a single source. In many cases, volumes lost in one month can not be compensated in the next month. We can also add here requirement of time to market for the new product launches. Delay in launch may jeopardize the sales volume. It is also critical to ensure that quantities are met in ramp up phase and corresponding capacity is planned in advance.

c. Cross beams

Building cannot be strong without cross beams that run across. In the virtual company, following key cross beams are necessary –

• Planning

• Measurement

• Training

• Defined processes/ systems

• Resources

Let us look at each cross-beam little in detail -

Planning

Planning is a must in all the activities to be effective. In one of survey made in USA among small Scale industries, planning came out as top point where companies need to focus to be successful. Strengthen this cross beam across the company.

Measurement

There is a saying, ‘Which cannot be measured cannot be improved’. Find suitable measure for all the processes to focus on improvement. The measurement

could be qualitative or quantitative

Training

It is essential from clerk to CEO depending on the role they are playing. All areas to be covered and deployed by identifying specific need, gap, implement and later measure effectiveness. Remember the words of Peter Drucker, ‘Training is expensive. But no training is more expensive’.Training need identification is a continuous process.

Defined process/ systems

Define each process on how it has to be executed. It could be like procedures, working instructions, guidelines, hints etc. Insist on documentation of everything to ensure Organization learning happens.

Resources

Nothing will move if proper resources are not provided to employees. Identify the need and provide suitably. This is one of job of top management.

d. Super structure

After having built foundation, pillars and cross-beams, you have a provision to build a super structure which is nothing but satisfied Customers. Further construction will be easy with no chance of collapse. You will have provision to build on more satisfied customers.

As explained in above paragraphs, to construct a strong company which lasts for hundreds of years, it is essential to have a strong foundation, strengthen pillars and cross beams. Then you will have a provision to put up super structure for Customers.What is explained are basics for structure and more pillars and cross beams may be added for further reinforcement. Start constructing your virtual building of your Company.

I will continue the series of article in the next issue. Please send your inputs,remarks,suggestions to P S Satish, Mentor and Capability Developer, M/s Saraswati Industrial Services, Q 103, MantriParadise Apartments,Bannerghatta Road, Bangalore-560076. Do visit www.satishps.com. Have a good day.


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TOMASZ’s CORNER

Tomasz Tunguz

[email protected] Books Every Entrepreneur Should Read

Some of the best content to be found about startups is locked in books. Thomas Kjemperud asked me yesterday for a 140 character recommendation of one book for founders. Reducing my list to just one and condensing an argument for why founders ought to read it in just 117 characters was just too great a challenge for me. Instead I’ve written a blog post about the nine favorite books I’ve read over the last five years have helped me understand startups and the processes that make them successful.

They range from written 70 years ago to written in the past 3 years. They have been written by salespeople, CTOs, speechwriters, consultants and magnates. These are the books I go back to, time and again, when I have a question or I’m looking for an insight. If they weren’t all e-books, they would be dog-eared and foxed. Here they are:

How to Castrate a Bull describes the creation and dramatic success of NetApp, the storage company. Unlike most business stories which are penned from the point of view of the CEO, this one is written by the CTO/founder, David Hitz. Hitz lived on a ranch in his youth and draws parallels between the activities on the ranch, like castrating bulls (!), and building a startup. For example, from Hitz’s point of view, politics is the art of getting groups of people to come to a common conclusion by developing consensus. Consensus is a state where all are willing to provide their consent for a decision to take place - not necessarily reaching total agreement, but allowing for the process to go forward. Other chapters focus on risk, including evaluating the risk of entering new

markets, of changing corporate culture and attitudes, and of changing CEOs.

The Essential Drucker condenses the extensive writings of Peter Drucker, one of the most respected management thinkers of the last century. I’ve written posts about his views on Communication, Optimal Team Sizes, The Myth of the Generalist, a team member’s Obligation to Dissent. Drucker coined the term information worker and presaged the changing nature of work resulting from people

managing data instead of machines. Despite the age of his writings, many of his insights ring true today.

Business Model Generation proposes a visual technique for creating and understanding business models for companies. Each time I meet with a company, I write down the BMG framework in my notebook and fill it in. The BMG is clear and simple but comprehensive. The book also includes many examples of successful companies’ models which helped me understand those companies better.

But for founders, it’s a good technique to think through different ideas.

Predictable Revenue is the classic SaaS sales handbook. Written by Aaron Ross, one of the first salespeople at Salesforce, Predictable Revenue is one of the first books to describe the inside sales model with sales development teams, inside sales reps and account executives, and the processes that unify them into one coherent performant organization. Some of the techniques described in



Like Peter Drucker, Peter Senge is another extraordinary management thinker. In his book, The Fifth Discipline, Senge Describes the four principles that have been well covered in management science before: team learning, shared vision, mental models and personal skills mastery. But the fifth one, the one the book is named after, is Senge’s stroke of genius: systems thinking. Systems thinking, despite its esoteric name is actually quite simple. Systems thinking means looking at a business as a collection of positive and negative feedback loops. Virality is a positive feedback loop. Poor customer support experience leading to churn is a negative feedback loop. Senge argues that management teams ought to consistently develop an understanding of the feedback loop that govern their business and manage those loops actively.

High Output Management is Andy Grove’s seminal work on management. It is the origin for the practice of OKRs, the management technique that Intel and Google, among others, use to set goals for the company and align everyone in achieving those goals.

Zero to One is the compilation of Blake Master’s notes from Peter Thiel’s Stanford class. There are some profound insights in the book. My favorite is the idea that entrepreneurs should develop a secret. A secret is not an unknown. Rather, it’s something just not widely believed to be achievable or feasible. In other words, it’s an insight, a thesis that isn’t widely held that creates a business opportunity.

Source: www.tomtunguz.com

this book have since been outmoded, but the broad principles still apply.

The Success Equation describes a mental model for risk. I heard about this book because David Lee from SV Angel wrote about it. I read it and I loved the concept. when we make decisions, particularly business decisions, our goal is always to maximize the expected value of an investment. But the expected value is a combination of both skill and luck. Playing a match of chess, I have a 50% chance of winning because both sides start out as equal. That’s the luck part. But if I were to play against the Grand Master, the skill part would become much more important. Understanding this equation, the importance of skill and luck in each major decision involving risk helps us to ensure we are making the right calls. It’s a quick read but a fascinating book that forced me to reflect on my decision-making processes for investments.

To Sell is Human who is a former speechwriter for Al Gore penned this book to proclaim dead the hard sale. Pink’s book argues that the most successful salespeople today, unlike 30 years ago, are the ones who listen to customer needs and match a product’s features and functionality to serve those needs. With a huge volume of information about different products at their disposal, today’s customers are far more sophisticated and consequently demand a different sales process. This book made me reflect on the right characteristics of a salesperson within a company that is pursuing an education sale versus an execution sale.



TALENT MANAGEMENT

Pavan Sriram

[email protected]

In pursuit, the theme of ‘21st century learning’ often surfaces, a popular label that, while perhaps cliché, still seems to be necessary as we iterate learning models, fold in digital media resources, and incorporate constantly changing technology to an already chaotic event (i.e., learning).

Meet your 21st Century Learner Aspirational, Collaborative and Socially Engaged

“Give learners a thought and they’ll learn for a day. Engage with them to apply and they’ll learn for a lifetime.”

During one of my recent client meetings in Mumbai – their Chief Learning Officer pointed out that he is constantly wrestling with two big questions: How do his employees learn, and how can they do it better in a constantly evolving context?

Experts, pundits and futurists often point to the need for individuals and organizations to adopt 21st century learning priorities and practices, but what are these? Reflecting on our futures work across different professions and industries, we organized some thoughts of learning this century so far seems to require of learning individuals and organizations.

Learning standards for employees, trainers, and

business heads help to measure proficiency and set aspirational goals for the knowledge, skills, and attitudes needed to succeed in today’s digital age. Business leaders have been especially outspoken in their call for a workforce well versed in 21st century skills.

In a recent survey, they were asked about the skills most needed for readiness for today’s business environments. The highest ranked skills were not facts and basic skills; they were applied skills that enable workers to use the knowledge and basic skills they have acquired over the years. The most desirable skills were work ethic, collaboration, social responsibility, and critical thinking and problem-solving. Employers also see creativity and innovation as being increasingly important in the future.

Current thinking about 21st century skills is based not only on recommendations from business leaders, but also on research about how people learn. Much of the early research on this topic was carried out by cognitive psychologists during the 1970s and 1980s and focused on how individuals, especially experts, learn and solve problems. Although fruitful, researchers realized that their work did not take into account the rich environment in which individuals worked to solve problems-environments

filled with tools and peers. This realization has led to the study of learning and solving problems in social environments.

Over the past few years, as we’ve seen our training program move from boardroom planning to classroom and virtual implementation, various themes guided our thinking regarding curriculum and instruction, one of them being the most critical and that is Collaborative Digital Learning.

The 21st century learning environment will be an environment where anyone, from anywhere, at anytime can access community resources. The traditional classroom will be extended by the use of online communities of learning. Learners will be able to access their programs online, receive instruction by attending class either in person or remotely, and be able to retrieve the

inputs at a later time through audio and video recordings augmented by online instructor and class notes.

This style of learning requires a collaborative environment in which instructors and learners are not bound by geographic distances; learners will be able to work together remotely to seamlessly complete projects and apply it at work.

Here are some interesting initiatives that organizations are creating with new structures and attributes to help individuals and organizations learn more effectively:

• 24*7 Networked - taking full advantage of online platforms and collaboration technologies.

• On-demand - from online resources to mobile and embedded decision systems, employees have answers at our fingertips.

“The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it.” – Andrew Carnegie, 1919


• Technology-supported - this is a demanding learning curve to make the right investments in learning technologies to deliver on expectations.

• Curating/Knowledge management - learning is happening everywhere through experiences and in multiple media channels and organizations need better systems to collect and distribute this learning.

21st century learning will also be ecologically friendly by reducing the need to expand brick and mortar organizations and commuting to conference rooms to attend programs. Security, whether physical or logical, will become increasingly important in the 21st century learning environment. Security elements will be ubiquitous across traditional and virtual campuses and will work in concert to provide a safer environment for all employees and staff.

21st century literacies will be greater communications technologies, such as mobiles, laptops and iPods; rapidly changing demographics; and a change in how learners are expected to process information - critically, rather than simply regurgitating what they have consumed.

It is an emphasis on what learners can do with knowledge, rather than what units of knowledge they have, that best describes the essence of 21st century skills.

These are the 21st century learning priorities and practices we’re tracking across our futures work in lots of different fields. What would you add to this scan of what individuals and organizations are learning and doing to live and succeed in our times?

Here are six learning channels from what we believe will change the landscape of learning and what 21st century learners are adapting - Obviously this doesn’t mean that these are the only pathways for learning, but rather these six are emerging or have always existed as powerful players in how learners make meaning: Communication, Creativity, Critical Thinking, Collaboration, Computing and Change

1. Communication - Learning is a conversation between people and organizations - whether personal, local, and direct, or more general, global and digitally-based - communication is the life blood of futuristic learning.

2. Creativity - Creativity isn’t just art and whimsy, but the

overlap between the macro thinking and micro details to solve the challenges of learning. Business leaders recognize that the new competitive frontier in the world of work is place-based creativity - the ability to create again and again within one environment. What this means for learning is innovation and creativity is critical to future success in life and work.

3. Critical Thinking - Employees need critical thinking skills to discern new challenges and opportunities from the flux and glut of instant-access information. These critical thinking skills have become a core competency in every workplace to manage teams and demanding clients.

4. Collaboration - One of the pillars of 21st century skills is collaboration. Collaboration is not the same today as it was 20 years ago. In today’s global economy, high-speed communications allow virtual teams to take on projects from locations spread out across the globe. Collaborative learning teams attain higher level thinking and preserve information for longer times than learners working individually.

5. Computing - At the core of today’s ubiquitous technology is a collection of new generation web-based tools and businesses that form a “social participatory web.” Many of these tools are free. Many allow multiple users to participate collaboratively rather than working alone. Learning through digital

means, such as social networking and simulation. Each of these elements enables individuals to function in social and professional networks and contribute to the development of mutual intellectual capital.

6. Change - The 21st century is an age of perpetual or continuous change, a fact that can daunt the most progressive learner. To meet the challenge of on-going change successfully, insight and strategies that support change management initiatives at all organizational levels are needed to support the learner. A myriad of change management models, theories, tactics, and processes exist to help learner to plan and implement change.

With the Internet growing by over 10 million new pages a day, it comes as no surprise that many new-age employees simply feel overwhelmed by the sheer quantity of information out there. I look forward to hear from you on how your 21st century learners are leveraging their peers, process and technology to learn more and share more.

Pavan Sriram is the Founder and CEO of ITTIGE Learning, a performance-based training company that works with c-level executives to improve learning outcomes.

For further details contact Pavan Sriram at [email protected]

The Six C’s of 21st Century Learning

Futuristic Learning Network

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SUCCESS STORY

Petr Osipov

[email protected]

Multivac Relies on Kollmorgen for Pneumatic to Electric Transition

An increasing number of companies in the packaging machine industry have chosen electrical servo technology – mainly to replace motion axes previously powered by pneumatic systems. “Servo technology increases controllability and reduces noise emission. These systems also help us to increase the number of production cycles“, Guido Spix, CTO Multivac, recently emphasized during a packaging show. The packaging machine company uses motion control solutions from Kollmorgen to reduce energy consumption, increase the overall machine effectiveness and improve safety of packaging processes.

Secure packaging: Besides machine and operator safety, for Multivac, this also includes safe packaging processes. The excellent traceability and controllability of Kollmorgen’s servo technology for example, helped Multivac to design a more efficient sealing process

for deep drawn packages with the additional benefit of improved food safety. This solution is currently used on the high performance deep draw machines, designed for mid-size to large loads.

Compared to traditional mostly pneumatic-driven lifting units, the new lines of R2XX to R5XX machines utilize a motor-gearbox combination to deep draw and seal the foil. These units utilize a knee lever mechanism to lift the molding tools – some weighing several hundred kilograms. They withstand the high bonding pressure of up to 20 tons, ensuring the two foils seal securely. Being a strategic motion control partner for Multivac, Kollmorgen implemented a compact unit consisting of an AKM® servo motor (http://www.kollmorgen.com/en-gb/products/motors/servo/servo-motors/) and a cycloidal gear drive for the lifting axis. Kollmorgen calculated and selected the optimal motor

size and gear drive type in close cooperation with Multivac’s engineering development teams. Two important aspects for the drive train selection were the overall unit length and overload capacity. The model HKS03 six-point lift unit features a servo gear motor with brake having a total length of 307mm and an acceleration torque of 1400 Nm. These results are possible thanks to the high power density of the AKM servo motors, the ideal overall length of the cycloidal gear drive and the fact that the unit comes without end bells and clutches. Piston rods convert the rotary to linear lifting motion. This solution has three significant advantages. Firstly, the energy efficiency of the machine increases because the pneumatic system was replaced as the power source to create the required pressure for the deep draw and sealing operation. Secondly, the geometry of the piston rods creates an extreme closing force at the end of travel which improves food safety. Finally, the high sealing force results in a more secure and thus reliable sealing process.

“Perfectly Clean” inside and out

The two-component epoxy coat used for the hygienic

design conforms with FDA 21 CFR 175.300 and is resistant against acids, bases and established cleaning agents with a pH range of 2 to 12. In a long term test performed by the company EcoLab, this coat withstood exposure to an equivalent of more than 2000 washdown cycles including disinfecting treatments. Kollmorgen’s washdown gear motor comes standard with a white coating, significantly improving the machine operators’ ability to detect dirt and biofilms on the surface during cleaning operations. A stainless steel-like coating is offered as an option. The surface of both coats is water repellent (hydrophobic) and aqueous liquids will run off more easily, which leads to decreased formation of residue on the surface. Hence, Kollmorgen’s standard of a “perfectly clean” gear motor

Optimized motorgear box combination.

From meat stock to finished packagingand all processed electrically. Compared to traditional, mostly pneumatic-driven lifting units, the new lines of R2XX to R5XX machines utilize a motor-gearbox combination to deep draw and seal the foils.

A motor-gearbox combination achieves a bonding pressure of 20 tons in the high performance R535 packaging machine. Being a strategic motion control partner for Multivac, Kollmorgen implemented a compact unit of their AKM servo motor series and a cycloidal gear drive for the lifting axis. The high power density of this unit allows for compact dimensions.



and Kollmorgen’s close cooperation in this project, the entire pneumatic system was replaced by a highly efficient electrical solution. After the first successful practice runs, Multivac determined a reduction in energy consumption for the R 095 e-concept of at least 20 percent compared to similar models.

Kollmorgen is a leading provider of integrated automation and drive systems along with corresponding components for machine builders all over the world. With more than 70 years of Motion Control Design and application experience and profound knowledge of constructing standard and

special solutions, Kollmorgen supplies solutions time and

again that stand out in terms of performance,

quality, reliability, and ease of use. As a result customers can achieve a market advantage which is

beyond question.

For further information please contact [email protected] or visit our website www.kollmorgen.in

can seamlessly be incorporated in the MULTIVAC Hygienic Design™ concept that is rigorously applied to all deep draw packaging machines.

From Co-Engineering to Production

Multivac has a global distribution network with about 60 subsidiaries and offers a variety of different machine models with different features. Managing this variety with extensive standardization requires strategic partners that are able to cover a large range of machine applications with their technologies. The Kollmorgen washdown gear motor solution is a perfect example for how a project based custom-designed and custom-built product becomes a standardized, ready-to-install module. The concept of the current motion and automation technology used on the deep draw machine follows the requirements of the new Multivac solution: more flexibility by being able to combine several axes interchangeably and at the same time, smaller control units, plus an increase in dynamic performance for better productivity. In summary, thanks to Multivac’s

Kollmorgen was able to cover most of the transportation and rotary

applications in meat processing and subsequent packaging processes with two standardized solutions: The AKM

servo motors with washdown and food grade option – available also with the

innovative single-cable technology.

The AKMH™ stainless steel motors (http://www.kollmorgen.com/en-gb/products/motors/servo/akmh-series/akmh-stainless-steel-series/) provide a scalable solutions portfolio for motion applications in the packaging, food processing and pharmaceutical industries.


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BEARINGS

A wide range of design possibilities now available with Igus motion products

Santhosh Jacob

[email protected]

Iglidur abrasion-resistant 3D printing material and tape

igus is presenting it first 3D printer filament, designed using the same features of its iglidur self-lubricating bearings. The filament, specially developed for moving applications, is up to 50 times more abrasion resistant than conventional 3D printed materials. Now, quality prototypes or special parts can be printed and still have the excellent wear and friction properties of iglidur plain bearings.

The filament is offered in a standard 1,75 mm thickness, and other sizes will become available over time. Also on display is the new, 0,5 mm thick

tribo-tape, made from iglidur A160. The tape can be bonded in many ways, providing freedom of design in the construction of tribologically stressed sliding surfaces. The tribo-tape is characterised by its high wear properties and low wear rates, and is also FDA-compliant.

Additionally, igus’ popular bar-stock is now available in round rods, virtually doubling the variety of materials available for various custom machined applications. These round rods allow design freedom for engineers to choose the right materials for almost any application, from food-compliance to underwater use.

And there is a new material available to help improve applications – the iglidur W360, specifically developed for exceptionally high service life in continuous-running applications. High wear durability and temperature resistance, plus an outstanding price-performance ratio make this material a truly all-around, long-lasting product.

An entire range of self-lubricating products

The rugged drylin SLW protect drive system is suitable for harsher environments. The linear table’s lead screw is protected by the resistant drylin W frame. Both the lead screw nut and lead screw, as well as the drylin W linear guide can

be safely and easily moved. For less harsh environments and for more ease of use, the AWMR hollow aluminium shaft works together with the drylin polymer linear bearings in 12 and 16 mm diameters.

With a wall thickness of 2 mm, it is an extremely lightweight system, which is suitable for applications where weight and/or speed are important. The aluminium surface is hard anodised to offer excellent corrosion resistance and low coefficients of friction. The new drylin E radial kit is useful wherever limited space is an issue.

The electric motor can be deflected over a pulley and a toothed belt and mounted next to the actuator, by which the module can be individually fitted. The screws are available with a DST-JCRM flange bearing, which is noted for its slim design and ease of use in confined spaces. The key flange areas, available in size 10, also provide additional torque resistance. They are available for all dryspin high-helix threads, as are other dryspin lead screws, and can be combined with drylin E lead screw motors.

New items for the food industry – xiros polymer ball bearings

All xiros plastic ball bearings, as well as the many new line extensions share a few common traits: they are all self-lubricating, maintenance-free, and corrosion-resistant. These characteristics make xiros polymer ball bearings

excellent for use in the food industry. The xirodur M180 is a new, detectable material that is lightweight and media resistant.

The easy-running xiros F180 ball bearing is also ESD compliant, preventing static discharge of components due to its electrical conductivity. igus has introduced anodised aluminium balls in the product range for maintenance-free guide rollers. These are available in clear or black, and anodised versions up to 3,000 mm maximum length. The extremely versatile xirodur B180 is used as the flange ball bearing material. These, like all igus products, have been extensively tested in the company’s 1,750 square meter test lab in order to provide reliable lifetime and performance data.

For further details visit www.igus.in

tribo-polymer specialist igus is presenting its new dry-tech campaign for moving applications. Igus will be presenting 144 brand new products in Hall 17 at this year’s Hanover Show, the result of intensive research and development. The plastic experts will be showcasing a wide range of products and materials, including the world’s first 3D printing tribo-filament.

Specially developed for moving applications this 3D printer filament is up to 50 times more abrasion-resistant than

conventional materials.

igus’ tribo tape can be bonded in many ways, providing freedom of design in the construction of tribological stressed sliding surfaces.

The dryspin DST-JFCRM is a flange bearing suitable for use in confined spaces. The key surfaces of the flange nut, available in size 10, also provides for additional rotational protection


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The Manufacturing of Aircraft Engine Components using ECM / PECM

According to the latest survey by Boeing the number of aircraft deployed worldwide will double within the next 20 years. This will, of course, lead to an enormous increase in the number of aircraft engines required. But it is not only the increasing demand for engines that will pose new challenges to engine manufacturers, there are also ever tightening environmental standards to be taken into consideration.

AEROSPACE

The demands made on future aircraft engines are characterised by three prime criteria. Owing to ever greater cost pressures and fierce competition, the market calls for engines with noticeably lower fuel consumption levels. Environmental regulations are also getting tougher in their demands for a reduction in emissions. And there is a need to reduce purchase and maintenance costs of the new aircraft engines.

The two criteria of fuel consumption and emission levels are closely connected and are, to a large extent, determined by the design of the various compression stages of the engine. Every increase in efficiency brings with it a reduction in fuel consumption and, in turn, in CO² emissions.

An increase in speed leads to an increase in the compression

ratio between the various compression stages and to the desired increase of thermal efficiency. This strategy will, at the same time, bring about a reduction in the number of blades required, which – in turn – allows for an optimally aerodynamic design of the individual blade.

Higher speeds and higher temperatures exert ever increasing pressure on the compressor rotor – a fact that has to be taken into consideration by opting for an integral design. In other words, the interface between blade root and disk disappears and the rotor is produced as an integral component (blisk = blade integrated disk).

This ensures that the high loads on the blade root are absorbed, an elaborate interface is eliminated and the integral design provides

for a mass-reducing

construction that offers greater economic viability.

In the past, the choice of material used in such cases fell on nickel-based alloys, especially as the high operating temperatures in the high-pressure compressor environment had to be taken into account. To satisfy the still increasing demands for higher temperatures and a reduction in component weight the effort has, for some time, concentrated on the use of titanium alloys to replace them. Development in this area has meanwhile reached levels that cover the official approval of the material as safety class 1 in the sector „rotating components”.

Compared to nickel-alloys the new material is even more difficult to machine, so that is imperative to find, for both materials, alternative production processes that satisfy economic and technological requirements. Against this background it seems to be imperative to quickly introduce new production processes for the production of those aircraft engines still at the development stage, especially when one considers the overall requirement in blisk

components over the next few years.

ECM process

ECM (Electro-Chemical Machining) stands for the removal of metal through electrolysis, the workpiece being polarised positive (anode) and the tool negative (cathode). The working gap is flushed with conductive, watery electrolytes.

The application of a voltage leads to the molecualr dissolution of the workpiece material. The material removed (metal hydroxide) is flushed out and separated from the electrolyte by a filtering system, making the electrolyte ready to be reused.

The ECM process has become known through its wide application as a deburring tool, especially in injection technology, where special design tools were used to

The machining of blisks on an EMAG PO 900 BF

The machining of blisks on an EMAG PO 900 BF



increased, the process does not lengthen the cycle time.

PECM process

With the subsequent development of the ECM process into PECM (Precise Electro-Chemical Machining) it became possible to increase the accuracy of the images and to reduce the development costs involved in the effort to arrive at the required final geometry.

To achieve a precise cathode geometry the machining gap is narrowed down considerably. The exchange of electrolytes is supported by a mechanical oscillating movement that overlays the feedrate. A pulsed current/voltage source

ensures optimal surface finishes and great precision.

In the generation of a blade geometry as a single workpiece, but also of a blisk, both sides of the workpiece are machined simultaneously, using a synchronised countersinking action.

The monitoring and adjustment of voltage, current and electrolyte flow offers optimal process integrity, with the generator technology playing a particularly important part in it. Working gap control, steep changes in current supply, fast-action short-circuit shutdowns and an operator-friendly integration of the process parameterisation into the machine concept, are preconditions for the

application of this manufacturing strategy on an industrial scale.

The major advantages of ECM/PECM are:

• the machining of high-tensile alloys

• minimal tool wear

• a high degree of repeatability and excellent surface

finishes

• no burrs

remove material only at strictly localised points – to get rid of burrs or for the creation of radii. They were also used to create annular grooves, cavities and other structures.

Using 2.5D imaging technology and DC generators it also allowed for the implementation of countersinking processes. However, either the quality of the image proved mediocre or the development costs for the tools to achieve the desired geometry were too high. However, where the results fulfil the requirement, reproducibility of the process is good, tool wear is minimal and the hardness of the material has no negative influence on feedrates. If the machining surface for the cathode is

• thermally neutral process that has no negative effect on the material or recast layer

An electrolyte management system ensures that the quality (pH and conductance, temperature and purity) of the working medium remains constant at all times. This can be achieved with different filtration techniques (gravity filtration, chambered filter presses, microfiltration), depending on the machining requirement.

Process

For the machining of both single blades and blisks we recommend a division into rough and finish machining operations.

The rough machining process is a pre-contouring operation with open tolerances and a feedrate of 2 – 4 mm/min. It should be coordinated in such a way that only a minimal allowance remains for the subsequent finishing process (approx. 0.2 mm). The rough machining operation can be carried out using a variety of tooling strategies that have to be economically optimised to suit the relevant workpiece. Whereas the single blade might conceivable be better machined with a double-sided, synchronised operation, the pre-machining of blisks would be better done along the blade’s axis. The two-dimensional ECM has the advantage that tool geometry and suitable scaling of the current supply allow for even large blades to be machined at the same feedrate and the same cycle time, as the whole of the geometry is machined in one piece.

Machine concepts

With its scalable power electronics and generator technology the whole installation can easily be adjusted to suit customer requirements and to make it economically viable.

The EMAG ECM / PECM technology covers a power range of up to 20,000A DC and a pulse rate of 30,000. The machine can accommodate workpieces of up to 900 mm diameter and single blades of up to 250 mm in height.

For engine components in particular, EMAG relies on the latest developments of a tried and tested machine platform – the PO 900 BF, on which pre- and finish-machining operations can be carried out on large single blades and blisks alike. These machines can also be equipped with hydraulic zero-point clamping systems, variable oscillators and automatic tool changers.

All in all, EMAG offers the marketplace unique cohesion in the machining of engine

components. Their expertise covers everything from process and tool development to the machine, and from power electronics to filtration. This gives the customer opportunity to enter into the technology at the side of a strong partner in overall responsibility.

For Further details visit emag.in

Tooling area of an EMAG PO 900 BF for the machining of blisks using PECM (Precise Electro-Chemical Machining) technology.

Schematic diagram of a synchronised PECM machining operation

Left: rough-machining, right: finish-machining


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Valve box minimizes cycle time and cost

SCHUNK, the competence leader for clamping technology and gripping systems further ex-pands the efficiency potentials in high-performance assembly. SCHUNK has developed the VCU valve box as an accessory for the PPU-P pick &place units and the DRL rotary lift unit, which simplifies commissioning, reduces the compressed air consumption, and increases cycle rates.

As soon as the hose and cables are

High-performance assembly

connected, the complete system consisting of assembly unit and actuators is ready for use. All the conventional sequential programs for the Pick & Place-, rotary lift unit, and the connected gripping and rotary modules are already stored in the VCU. For a complete cycle with 2 x Y-stroke, 4 x Z-stroke, 1 x gripping, and 1 x opening of the gripper one single I/O signal of the higher-level control unit is enough.

Everything else is independently done by the VCU, and additional programming is not re-quired. Consistent to the individual application, the valve box is optionally available with four to nine integrated 3/2 directional valves. They are comfortably and economically sup-plied via one single air feeding on the backside of the VDU. Compared with conventional valve terminals, the price-attractive VCU is more compact, and can be located directly be-hind the assembly units.

Short supply lines between valve box and actuator helps to lower air consumption and cycle time. Since control is directly carried out in the valve block,

VCUapplication : Energy- and cycle-time efficient: The VCU valve box from SCHUNK minimizes the air consumption and cycle time of the PPU-P and DRL

assembly units. Moreover, it greatly reduces the com-missioning effort.

VCU cross section : Plug & Work: Typical sequentional programs for controlling the assembly units and ac-tuators are already stored in the compact valve box. No time-consuming programming is necessary.

communication times with the PLC can be omitted. Optionally, the valve box is controlled via ten digital I/Os,via Profibus or CAN-Bus. Consistent with the individual unit, the valve boxes are available in sizes 25 and 50.

For further details write to [email protected] or visit www.in.schunk.com

SK180E: intelligent IP69K drives for pumps and conveyors in the chemical, pharmaceutical, and food industries

Nord Drivesystems supplies efficient drive units for dynamic speed control and automatic process control in applications that need to be regularly cleaned with high-pressure steam jets. Developed for strict hygiene requirements and featuring IP66/IP69K ingress protection, smooth-surface motors with an integrated frequency inverter are available for the 0.37..1.1 kW performance range. Common applications include conveyors, pumps, mixers, and agitators. Sensor data such as pressure or flow rate values can be directly communicated to the drives, enabling them to automatically adapt to current demand. If partial load operation is frequent, an automatic energy-saving function decreases the running costs by a significant share. In conveyor applications, light barriers can be used for contact-free or gapless accumulation. A soft start function reduces the starting current and results in less stress on the mechanical

system and the transported goods.

The drives tolerate high temperature fluctuations and are suitable for ambient temperatures from -25 to +50 °C. The type SK 180E inverter comes in a rugged die-cast aluminum housing that absorbs impacts up to 7 J. The cooling fins are especially flat and easy to clean. Due to class C1 radio interference suppression and a discharge current decidedly below market average, SK 180E drives can even be operated on standard domestic power sockets. NORD also manufactures a range of gearboxes with specially smooth surfaces and high power density. Full compatibility of all components enables fine-tuning of output speed and torque according to actual plant requirements. The optional nsd tupH surface conversion treatment endows the aluminum smooth-surface motors and gearboxes with corrosion resistance similar to stainless steel drives without the scratch

or chipping risks of a paint finish. At the same time, the drives are much lighter and have a better thermal performance than stainless steel units. The NORD-developed treatment is compliant with FDA Title 21 CFR 175.300 requirements. With these integrated drives, commissioning and operation is very user-friendly, including applications with a large number of drives and spacious facilities. NORD delivers complete systems parameterized for the customer’s needs and including the required communication interfaces.

MART UPDATE


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Fast plasma cutting of contours

Contour Cut Speed (CCS) is the latest, patented plasma cutting technology from Kjellberg Finsterwalde for the up to 50 % faster cutting of outer contours and larger inner contours in steel. The Contour Cut technology cuts smaller contours, in particular holes with a diameter/material thickness ratio of 1:1, to the highest quality.CCS uses the same consumables and enriches the existing Contour Cut technology with a number of significant

Kjellberg’s next step in Contour Cut technology

“The cutting speed has the most important effect on cutting costs per

meter. ‘Contour Cut Speed’ offers up to 50% higher speeds. Higher

cutting speed improves the cutting output and reduces overall cutting

costs significantly. A speed increase by 43 % causes cost savings of

31% compared to a standard plasma cutting unit.”

Vishal Deore

India Technical Manager

Kjellberg Finsterwalde Plasma und Maschinen GmbH

economic advantages, as there are reduced cost per metre cut as a result of higher cutting speeds in the quality area, very low heat-affected zone, high quality in terms contour accuracy, perpendicularity and surface quality as well as further reduction of angular deviation at inner and outer contours and excellent repeat and dimensional accuracy.

Contour Cut Speed is integrated as a standard feature in all new plasma cutting units in the HiFocus series. Users who already have a system with Contour Cut can also use CCS by getting an update.

Older HiFocus systems can also be retrofitted with the new plasma torches of the PerCut 200 and 450 series to take advantage of the Contour Cut technology. Kjellberg is presenting the Contour Cut Speed technology at the fair AMTEX from 25th to 27th of July 2014 in New Delhi, India.

Strategi offers Shimpo Planetary Gear Heads

Shimpo of Japan offers high quality Planetary gear boxes for Servo Motors to offer high precision, low Backlash units. These are available as both inline units and in right angle configuration. These units are available in 3 levels of backlash. Precision : less than 3 arc minutes, Low Back Lash : less than 5 arc minutes and Standard : Less than 15 arc minutes.

These gear heads come in various frame sizes which range from A to E with allowable torques upto 92 Nm and peak Torques of upto 274 Nm. The Motor Mounting side is made to order in order to match the Servo Motor. These gear heads are readily available to match common brands like Panasonic, Mitsubishi & Sanyo Denki etc. Gear Ratios are available from 1:3 to 1:100. These can however be ordered to suit

any Motor brand like Siemens, B&R, Indramat etc.

These gear heads have lifetime lubrication and need no periodic maintenance. Shimpo offers the most silent operation gear heads in its class. Applications abound in Packaging, Pharma, Machine tools etc. Bangalore based Strategi Automation Solutions Private Limited offers Shimpo Planetary Gear Heads in India. For further details write to [email protected] or visit www.strategiautomation.com

The Ethernet to Belden® 9463 Blue Hose® Industrial Media Converter allows EtherNet/IP™ to run communications over the existing Allen-Bradley® Remote I/O™.

ProSoft Technology® is pleased to announce the release of the Ethernet to Belden® Blue Hose Industrial Media Converter.

Using patented technology, we will help you upgrade your Allen-Bradley® Remote I/O™ systems with minimal downtime.

For more about ProSoft Technology’s legacy Remote I/O Migration Solutions – including the Ethernet to Belden® 9463 Blue Hose Industrial Media Converter visit: http://psft.com/eiprio5.

Prosoft releases Industrial Media Converter


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SC-System: New family of signal conditioners from Pepperl+Fuchs

A width of just six millimeters, an extended temperature range up to 70 °C, and high long-term stability, reliability and precision—this is what characterizes the signal conditioners of the new SC-System that will be presented for the first time at this year’s Hannover Trade Fair. The

SC-System is a completely new development that combines the most powerful features of comparable products in a family of devices. For example calibration is performed by fully automated laser trimming of fixed resistors. This means the best calibration results without production spread, and the risk of interference from trimming potentiometers due to their slider contact point is eliminated.

Electrolytic capacitors have been omitted and alternative components are used instead. The temperature-dependent reduction of the capacitance values observed with electrolytic capacitors, as well as signs of aging, is thus effectively counteracted. By replacing the electrolytic capacitors, the SC-System signal conditioners can be operated at an ambient temperature of up to 70 °C.

The SC-System uses high-quality 3-way isolation between input, output, and supply which withstands a working voltage of up to 300 V and a test voltage up to 2.5 kV. The risk of short circuits in coils within the signal conditioner is counteracted by the use of PCB transformers.

Effective use of the switch cabinet space

is achieved by a compact design, the housings, which are just 6 mm wide, reduce the space requirement of the signal conditioner modules to a minimum.

The SC-System Portfolio

Transmitter power supplies are an integral part of the SC-System. They transfer the 4 mA to 20 mA signals from connected signal converters, and at the same time deliver the supply voltage for them. Transmitter power supplies are available with a signal splitting function and as SMART devices which can transmit multiple HART variables.

Temperature converters, loop-powered current repeaters, and universal signal converters for bipolar signals are also part of the portfolio of the new SC-System.

For further details visit: www.pepperl-fuchs.com

Figure 1: The 6 mm system modules are mounted on a DIN rail

Figure 2: Simple wiring with stacked screw terminals

Figure 3: Transmitter power supply, also available with

a splitter function and as a SMART version

Self-Ventilating Heat Exchanger Cools Electronics

AMETEK Rotron Discus Thermal Management System offers higher capacity,

lighter weight than previous technology

AMETEK Rotron has introduced a thermal management product that cools sealed airborne or ground-based electronic and optical compartments without introducing contaminated external air. The new Discus self-ventilating heat exchanger offers greater cooling capability and reduced weight compared with previous technologies.

Designed specifically for pod-mounted airborne optical systems, the Discus can also be used to cool other aircraft, helicopter, drone and ground-based electronics requiring air segregation.

The product has two separate airflow

channels with active induced air circulation via an integrated set of motorized impellers. This keeps compartment air separate from the external cooling air. Heat transfer occurs by convection from the circulating air and then by conduction through a common bulkhead connecting the two sets of integrated aluminum pin fins.

A single brushless DC motor turns two impellers on a common shaft, each circulating air past the exposed pin fin exchanger surface. The mounting bracket, common bulkhead and both sets of pin fins are all incorporated into a single homogenous aluminum structure for

maximum heat conduction, robustness and precise product dimensions.

The Discus system meets or exceeds the requirements of applicable US military and commercial aerospace specifications.

For further details write to [email protected]


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Elscint offers Vibratory Feeders for feeding of rivets in 4 rows

Elscint Automation, the leading vibratory bowl feeder manufacturer recently completed an order for feeding of components related to the stationary industry. One set was for rivets having head dia 9.5 mm x 9 mm ht. which needed to be fed in orientation of “head down”. The requirement was for 4 outlets with a speed of 60 parts per minute per outlet. Hence, Elscint supplied two bowl feeders, each with two outlets and a single 4 track linear vibrator for feeding these in a total

of 4 tracks.

Both the bowl feeders were mounted on a single base plate, making it easy for the customer to integrate the same with his machine. Overflow provision i.e. ensuring that in case any of the tracks is stopped, the balance rivets fall back into the bowl, was ensured in case of each of the four rows.

The bowls were coating with Elscinthane PU coating to ensure the noise level was less and additionally diminishing the chances of any damage or discolouring of the rivets due to continuous movement on the metallic surface of the bowl.

Elscint could achieve a speed in excess of 250 rivets per minute per row. There being sensors on the linear track to switch off the bowl feeder, the excess speed was automatically adjusted with the customer’s machine. The bowl too was designed in such a way that 10 kgs of rivets could be accommodating in the bowl at any given time. For further details write to [email protected]

The Anybus X-gateway family upgraded to make Industrial networking even easier

Anybus X-gateways are used in thousands of industrial applications all over the world to enable communication between two industrial networks (fieldbus or industrial Ethernet). These popular “network translators” are now modernized as HMS Industrial Networks introduces a new version of Anybus X-gateways, designed to meet the future of the automation industry. The new version contains several new features, but is fully backwards compatible meaning that existing users can easily upgrade to the new version without hassle. USB interface and new configuration software

The new X-gateway comes with a USB interface, enabling the users to easily connect the gateway to a PC and configure the network communication via the Windows-based tool “Anybus Configuration Manager.” No programming is necessary.

New design for easier installation

The new housing with upright design requires less rack space and enables easier installation in the switching cabinet. The flexible design also allows mounting on the side (flat) similar to the previous

version of the X-gateway. Additionally, X-gateway now offers even lower power consumption.

Ethernet focus

As part of the new release, HMS introduces connectivity to CC-Link IE Field in the X-gateway family. Furthermore, several of the industrial Ethernet versions now include integrated dual-port Ethernet interfaces with an integrated switch, removing the need for external switches.

Making system integration easier

“This new version of the Anybus X-gateway will provide machine builders, system integrators, OEMs and end users with a modern communication gateway that is very easy to use when it comes to configuration and integration,” comments Markus Bladh, Product Manager at HMS. “The X-gateway product family is a proven and trusted solution already in place in thousands of industrial automation plants. For these existing users, HMS ensures backwards compatibility within their industrial automation systems – keeping the same high performance, reliability and low latency.”

What is an X-gateway?

Anybus X-gateways help system integrators to easily interconnect any two networks, enabling consistent information flow throughout the entire plant. In today’s industrial installations, one common problem is that there is often more than one control system and industrial network. Most new factory upgrades need to integrate Fieldbus with Industrial Ethernet. Connecting these similar or dissimilar control systems and networks can be a challenge. With over hundreds of individual Master/Slave and Slave/Slave versions, Anybus X-gateways allows users to connect almost any possible combination of industrial networks.

For further details write to in [email protected]

“Proper feeding of any part in more than

one row requires ensuring proper overflow of

parts. Very few bowl feeder manufacturers

like Elscint can ensure the same.”

Monish Shete

CEO, Elscint Automation


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Kennametal Introduces GOdrill™Versatile and cost-effective tools for micro-drilling

The comprehensive portfolio of holemaking solutions from Kennametal is an impressive collection of standard-option, application-specific platforms for any diameter, feed rate, or hole quality. The GOdrill™, Kennametal’s first microdrill, is an outstanding example that works with multiple applications and multiple materials with excellent results.

The GOdrill is specially designed for holes in the range of 1 to 12.7 mm (0.0394 to 0.5 inches) diameter. Due to its unique design, the GOdrill expands the advantages of modular drills into the small-diameter range. High-end material grades, a wear indicator coating, and new, proprietary geometries allow shops to fully utilize the tool life capacity of the drill.

In addition, the GOdrill qualifies as a very cost-effective throw-away type tool in the given diameter range. A multi-purpose solid-carbide microdrill, the GOdrill is the perfect tool for customers with a need for small to medium-sized holes at a reasonable price.

Its unique design makes the GOdrill a very versatile tool to be used in a broad variety of materials and workpieces. The proprietary marginless design reduces friction and heat, while its straight cutting lip with protection chamfer allows no starting point for wear and an even distribution of cutting forces. This results in longer tool life in all materials due to less chipping on the cutting edge.

Built on Kennametal’s proprietary KC7325™ grade of solid carbide, the GOdrill also features a multilayer TiAlN-based coating for high hot hardness. This not only enables high cutting speeds, it also provides excellent holemaking, even in minimum-quantity lubrication (MQL) situations. A second TiN top layer serves as a visual wear indicator, useful for achieving full tool life in microdrills.

GOdrills are available in solid (flood coolant) or through-coolant options and are excellent first choices in a wide range of materials and applications, including fuel systems and precise medical components.

For drilling small diameters with high quality, GOdrills are an excellent and cost-effective tool for a growing range of microdrilling tasks.

For more information, visit www.kennametal.com


Hypertherm announces new leadership team

U S based manufacturer of plasma, laser, and waterjet cutting systems, Hypertherm today announced two leadership changes. Effective immediately, Aaron Brandt assumes the role of Vice President of Engineering while Hidde van Hoeven becomes Business Team Leader for Mechanized Plasma.

In his new role, Mr. Brandt will oversee Hypertherm’s industry leading team of plasma, laser, and waterjet engineers, fostering innovation and technology advancement throughout the company, and providing functional leadership to Hypertherm’s growing engineering community. Currently more than 10 percent—or 150 Hypertherm associates—work in engineering as part of Hypertherm’s commitment to innovation and the introduction of industry changing technologies. In his new role, Mr. Brandt will place even greater emphasis on research and development and create additional synergy among Hypertherm’s engineering teams.

A named inventor on ten Hypertherm patents, Mr. Brandt’s experience with cutting technology spans 18 years. His responsibilities while at Hypertherm include a number of engineering and business roles such as work as a plasma design engineer, engineering manager, and business leader of the mechanized plasma team. Mr. Brandt holds a master’s degree in mechanical engineering from Penn State University where he did his graduate research on laser cutting.

Mr. Brandt’s successor is Hidde van Hoeven, a 9-year associate, credited with making significant contributions to Hypertherm’s U.S. and Europe, Middle East, Africa operations. In his role, Mr. van Hoeven will lead development of the next generation of high-precision plasma products like Hypertherm’s HyPerformance HPRXD and work closely with CNC, THC, and CAM software teams on the development of new Built for Business Integrated Cutting Solutions applications.

“Hypertherm has had a legacy of strong engineering accomplishments since its founding nearly 50 years ago,” said Hypertherm President Evan Smith. “We are proud of our commitment to research and development and our leadership position in technology innovation. I am confident the appointments will help extend that leadership tradition, advancing Hypertherm on our mission to provide the best industrial cutting solutions to customers around the world.”

Hidde van Hoeven

Aaron Brandt


THE LAST LEAF

Dear All,

Courage is more essential to succeed as an entrepreneur – more than vision, creativity and charisma. These are the views of Ben Horowitz, who was the mentor of stalwarts and successful entrepreneurs like Mark Zuckerberg, Tony Bates, Dick Costolo. Building a company, he says, is like boxing – it demands relentless focus and perseverance. He often gets compared to Bill Campbell, who is considered to be the mentor of people like Jeff Bezos, Steve Jobs, and Eric Schmidt.

Courage, when combined with creativity and vision, can help one realize true. success . With its new terminal, the rebuilt Chhatrapati Shivaji International Airport in Mumbai is one of the finest airports in the world – this is an excellent example of re-engineering and courage. It has been built on 2000 acres of land given by the government, 50 % of which was occupied when the work started. The men behind the new airport are the father and son duo of G V K Reddy, Chairman of the GVK Group, and Sanjay. It is one of the unique terminal titled “Jay Hai”, that truly reflects the country. The creative person behind this work is Rajeev Sethi, who was brought from Delhi to build more than 3 km of this art programme – four floor wall about 60 feet high. The ceiling (reflects) a thousand white peacocks in the sky, to aptly designate our national bird. The colours used across the terminal through the use of a lot of wood, reflect India’s hospitable attitude.

India’s 60% of rural population does not have a bank account. The simplest and most effective way to reach out to this huge untapped market is through ATM’s. An attempt to de-bottleneck the deployment of ATM’s owing to high cost, has been accomplished by a Chennai start-up Vortex Engineering. Vortex ATMs use only up to 100 watts – about as much as it takes to light a bulb. It can also function in temperatures up to 122 degrees Fahrenheit with no air-conditioning. It stacks notes vertically instead of horizontally so that the cash “falls” out of the machine rather than dispensed. Its lean design and few moving parts make it less susceptible to breakdown. And, above all, it works on solar power. Its disruptive and frugal technology is well suited to the market conditions.(Courtesy : CNBC)

As always, we need your input on the industry news, views and any observation about the industry around you. Your feedback will be useful to us to better inform our reader’s about tomorrow’s manufacturing solutions.

Till then, Happy Technology ! Manoj Kabre Member, Editorial Advisory Board (EAB)

MART May 2014

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